Hi Chris,

I appreciate your thoughtful reflection and analysis on the role of an AI PM. Your talk "AI PM: hype vs. reality" was highly informative and insightful. There's a lot to unpack here, so let me try to touch on a few points.

Firstly, I absolutely agree that the fundamentals of good PM'ing are universal, regardless of the technology one is working with. The principles of understanding trade-offs, weighing the impact on customers, and bridging between different stakeholders hold true whether we're dealing with AI, mobile, or web technologies.

I view the impact of AI on our society as significant as the invention of the internet or the steam engine. The AI development cycle can be incredibly fast and sometimes surprisingly so. The uncertainty that permeates AI technologies extends to the types of experiences they can offer. The final form of these experiences is yet to be determined. We're still exploring and experimenting with these technologies and their applications, and the optimal ways to interact with them may not even exist yet. The uncertainties surrounding AI projects and the appropriate metrics for success further complicate matters.

While the core principles of PM'ing apply across different technologies, the nuances of AI require specific considerations and competencies from a PM. These challenges might not fundamentally change what it means to be a PM, but they certainly add unique layers to the role.

With that said, it can be difficult to project the capabilities of the technology in the near future, making planning and strategizing challenging.

I'd like to put forth the idea that the agile and/or scrum structure may not remain the best approach in an AI-dominated world. I imagine that team structures and roles could undergo significant changes. Our current agile delivery team structure, with the PM as the central point, might not be the optimal setup in the near future.

I look forward to hearing more of your thoughts on this matter. Thanks for initiating this valuable discussion!