What happens when AI becomes part of the delivery team?
Most organisations discuss AI in terms of tools, assistants and productivity experiments.
This workshop examines something more consequential: how AI can fundamentally change the structure, economics and governance of project delivery.
In a real banking environment, EPM-AI was applied to deliver a project through a lean two-person core team—one project manager and one software engineer—supported extensively by AI.
The project still had to operate within strict Waterfall governance. Required plans, approvals, controls, evidence and project artefacts could not simply be abandoned in the name of agility or innovation.
This four-hour executive workshop explains how the delivery model worked.
A real-world executive case study
Roelof Vermeulen takes participants behind the scenes of the project and explores:
- How the project was structured around a project manager, a software engineer and AI.
- How EPM-AI connected strategic intent to executable work.
- How AI was allocated work without transferring human accountability.
- How traditional Waterfall governance was retained where the banking environment required it.
- How mandatory project artefacts were produced, reviewed and controlled.
- How the project manager remained Above the Loop—directing, reviewing, deciding and owning the result.
- Where AI accelerated delivery and where human judgement remained indispensable.
- What senior leaders must change before attempting a similarly lean delivery model.
What senior leaders will learn
The workshop addresses the questions executives should ask before approving AI-enabled project delivery:
- Can AI reduce the size of a project team without increasing unmanaged risk?
- Which project responsibilities must always remain human-owned?
- How can AI-supported delivery coexist with formal stage gates and Waterfall governance?
- How should AI-generated artefacts be reviewed and approved?
- What new capabilities must project managers develop?
- How can leaders distinguish genuine delivery improvement from impressive-looking AI activity?
- What governance evidence should executives demand?
- Where should an organisation pilot this model—and where should it not?
The EPM-AI delivery model
Participants will see how EPM-AI was used to combine:
- Executive governance
- Project planning and work decomposition
- Named role ownership
- AI-supported analysis and content production
- Software engineering
- Waterfall controls and stage gates
- Mandatory project artefacts
- Quality assurance
- Traceable decisions
- Delivery and value measurement
The objective is not to replace Waterfall with AI. It is to show how EPM-AI can preserve the controls required by a governed organisation while radically changing how the work beneath those controls is performed.
Who should attend?
This workshop is designed for:
- Chief executives and executive committee members
- CIOs, CTOs and CDOs
- Transformation executives
- Heads of PMO and enterprise delivery
- Technology and operations leaders
- Risk, governance and compliance leaders
- Senior programme and project sponsors
- Banking and financial-services executives
- Consulting and professional-services leaders
This is an executive workshop. It does not require programming experience and is not a prompt-engineering class.
What you will leave with
Participants will leave with:
- A practical understanding of the EPM-AI delivery model.
- A case-based view of AI-enabled project economics.
- A framework for deciding where lean AI-supported delivery is appropriate.
- Governance questions for evaluating AI-enabled projects.
- A model for preserving human accountability.
- A starting point for selecting a controlled organisational pilot.
This workshop is not about replacing people indiscriminately
A two-person core team is not automatically the right answer for every project.
The lesson is not that every project can—or should—be delivered by two people and AI. The lesson is that project structures should be designed around the work, the risk, the required expertise and the governance environment rather than inherited staffing assumptions.
EPM-AI makes that examination possible.
Reconsider the economics of project delivery
If your organisation is investing in AI but still designing, staffing and governing projects exactly as it did before AI, it may be adding tools without changing the delivery system.
This workshop gives senior leaders a concrete case study through which to reconsider that system.
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