Five Takeaways from My Latest PRINCE2 Agile CPD Reading on AI
As part of maintaining my continuing professional development (CPD), I recently read "How AI Can Benefit the PRINCE2 Agile Professional: Practical Uses of LLMs, RAG, and AI Agents", published by PeopleCert.
The paper explores how artificial intelligence can support—not replace—project managers, agile coaches and delivery professionals working within PRINCE2 Agile environments. Rather than focusing on futuristic concepts, it concentrates on practical applications that organisations can begin experimenting with today.
Having recently completed both my PRINCE2 Practitioner and Prosci Change Management certifications, I found the paper particularly relevant. Here are my biggest takeaways.
1. AI should enhance judgement, not replace it
The message that stood out most was one I've believed for some time:
AI is an assistant, not the decision-maker.
Whether drafting project documentation, summarising workshops or analysing risks, AI can remove much of the administrative burden.
However, accountability remains with the project manager, change professional or delivery lead.
Professional judgement, stakeholder engagement and leadership cannot be delegated to technology. The paper repeatedly reinforces that AI outputs should be treated as starting points requiring human validation.
2. The biggest value today is saving time
Many discussions around AI focus on replacing jobs.
The paper takes a much more practical approach.
Large Language Models (LLMs) can help create first drafts of project canvases, workshop agendas, release summaries and retrospective outputs far more quickly than starting from a blank page.
That doesn't remove the need for review, it creates more time for the activities that genuinely add value:
stakeholder engagement
coaching
facilitation
decision-making
managing change
That's where experienced professionals make the biggest difference.
3. Better data creates better AI
One of the concepts I found particularly interesting was Retrieval-Augmented Generation (RAG).
Rather than relying on general internet knowledge, RAG connects AI to an organisation's own templates, lessons learned, governance documents and standards.
In practice this means AI can produce outputs that are aligned with how your organisation works rather than generic project management advice.
Of course, there's an important caveat.
Poor or outdated knowledge bases simply produce poor or outdated AI outputs more efficiently.
Technology cannot compensate for poor governance.
4. AI can spot patterns but people solve problems
The paper introduces AI Agents that monitor projects for emerging risks, overdue actions, blocked work and tolerance issues.
This is where I believe AI has huge potential.
Rather than replacing project managers, it can act as an early-warning system.
However, identifying a pattern isn't the same as understanding it.
An AI alert may highlight increasing delivery risk.
Only conversations with stakeholders, delivery teams and sponsors can explain why it's happening and what should be done next.
5. Relationships remain the competitive advantage
Perhaps the strongest message running throughout the paper is that successful projects remain fundamentally human.
AI can:
prepare information
summarise discussions
monitor trends
draft documentation
It cannot:
build trust
influence stakeholders
navigate organisational politics
create psychological safety
inspire teams
The authors repeatedly stress that AI should strengthen communication rather than replace it—a principle that aligns closely with both PRINCE2 Agile and effective change management.
My perspective
Working across project delivery, organisational change and communications, I increasingly see AI as another professional tool, much like collaboration platforms or project management software.
Used well, it enables professionals to spend less time producing documentation and more time engaging with people.
Used poorly, it risks creating polished documents that lack context, ownership and meaningful discussion.
Ultimately, AI doesn't replace experienced practitioners.
It amplifies them.
The organisations that gain the greatest benefit are likely to be those that combine strong governance, modern delivery methods and thoughtful adoption of AI, while keeping people firmly at the centre of decision-making.
Continuous Professional Development
Maintaining current knowledge is an important part of my professional practice.
Alongside formal qualifications, I regularly read industry publications, white papers and research to ensure my approach continues to evolve alongside developments in project management, organisational change and AI.
Learning doesn't stop once you've passed an exam, it continues throughout your career.
About Mark M Barton
I am a Change Management, Change Communications, Project Delivery and Operations professional with over 25 years' experience helping organisations deliver complex projects, improve operations and navigate organisational change.
Certified in both Prosci Change Management and PRINCE2, I work across change management, project delivery, operational improvement, internal communications and transformation initiatives, helping organisations achieve successful outcomes through both structured delivery and effective people engagement.
If I can help you, your team, or your organisation do reach out.
