An IT services company is integrating an AI solution to automate its customer service functions.

PMI-CPMAI emphasizes that AI projects are as much aboutorganizational change and human factorsas they are about technology. Resistance from employees—especially when AI is introduced into customer service—is a classicchange management risk. The guidance encourages project managers to manage this risk by usingincremental, controlled adoptionrather than abrupt, forced transitions.

Agradual phased rolloutallows employees to adapt over time: starting with pilots or limited use cases, gathering feedback, refining workflows, and proving value in a lower-risk environment. This approach builds trust, reduces anxiety, and offers opportunities for training and role redefinition. It also enables the project team to monitor impacts on workload, quality, and customer satisfaction, adjusting both the AI system and supporting processes as needed.

Option A (all-hands meetings) is useful for communication but, by itself, does not structurally reduce the risk of resistance. Option B (offering to join another team) may be perceived as punitive or threatening and does not address the root cause. Option D (mandating immediate transition) is directly contrary to PMI-CPMAI’s emphasis on stakeholder engagement, buy-in, and iterative adoption. Thus, the most appropriate action to manage this risk is toimplement a gradual phased rolloutof the AI solution, allowing employees to transition in a supported and controlled way.

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