How 3D modelling can modernise project management

In the early 20th century, Henry Gantt introduced the Gantt chart — a tool that revolutionised project management. With its clear structure, it enabled teams to schedule tasks, visualise dependencies and track progress. From infrastructure builds to IT rollouts, Gantt charts became foundational in managing time and resources.

However, as business environments grow more dynamic and interconnected, the limitations of the Gantt chart have become more apparent. Its linear, time-bound design assumes a fixed path to success and struggles to adapt to shifting priorities, collaborative workflows and volatile market conditions. Often too rigid for today’s fast-paced projects, Gantt charts are quickly set aside by teams after initial briefings, who turn instead to more flexible, ground-level methods to stay aligned.

This shift raises a pressing question: how can project managers effectively share their planning vision — the ‘master plan’ — in a way that adapts to complexity and connects with diverse stakeholders?

A new direction in visual planning

Modern enterprise initiatives involve more than just timelines and tasks. They require navigating organisational silos, regulatory change, emerging technologies and diverse stakeholder priorities. In this environment, communication and adaptability are key.

One emerging possibility is the use of advanced visualisation tools — particularly three dimensional (3D) modelling. Though not yet widely adopted in project management, 3D models could offer a compelling way to represent organisations and change initiatives as dynamic, interconnected systems. Borrowing from fields like architecture and interior design, where 3D modelling is used to visualise workflows and physical environments, similar techniques might be applied to enterprise planning.

In theory, 3D models could allow project leaders to map relationships between departments, communication flows and strategic goals in a more immersive format. These models may help present proposed changes in a way that feels more intuitive and tangible to business users. They could also aid communication across international teams by reducing reliance on text-heavy documentation.

Used this way, 3D modelling could highlight how changes in one part of an organisation affect others, such as how a shift in product development impacts finance or operations. It opens the door to scenario planning, where different pathways could be simulated based on changing assumptions.

How 3D modelling can support organisational planning

At an organisational level, 3D modelling has the potential to support more collaborative planning. It could make interdependencies between functions clearer, helping teams identify synergies, avoid conflicts and align around shared goals. For stakeholders, the ability to see how their role fits into a larger picture might lead to deeper engagement and understanding.

For you

Be part of something bigger, join BCS, The Chartered Institute for IT.

This shift in perspective could be beneficial in complex transformation programmes, where teams often operate with only a local view of the broader initiative. A shared visual reference might help reduce fragmentation, improve efficiency, and keep delivery on track. Strategically, this kind of modelling might also support better decision making by highlighting bottlenecks, improving value chain visibility and ensuring that effort is aligned with high-impact areas. For executives, it offers a potential way to visualise how projects connect with broader priorities, such as revenue growth, market positioning or customer outcomes.

AI and the future of visual planning

Looking further ahead, AI could complement these visual approaches. AI tools could process large datasets to identify emerging risks, suggest task prioritisation, and forecast outcomes. They might also assist with stakeholder analysis or simulate performance under different conditions to support contingency planning.

In fields like architecture and engineering, AI and 3D modelling are already being combined to speed up design and evaluate multiple options. These same capabilities could eventually be applied to enterprise projects, allowing organisations to model business scenarios in detail and explore possible futures with greater confidence.

This evolution could shift the role of the project manager from task scheduler to strategic facilitator—someone who brings insight and clarity to complex change by utilising advanced tools to guide collaboration and decision making.

What comes next for project management?

While Gantt charts will likely remain a valuable tracking tool, the future of project management may lie in more adaptive, visual and intelligent approaches. 3D modelling and AI aren’t simply incremental improvements — they offer a fundamentally different way to plan, communicate and coordinate work in fast-changing environments. Technologies like generative AI and digital twins further extend this vision, enabling the simulation of entire business ecosystems and the testing of new ideas before implementation. 

These capabilities are still developing, but they raise an important question: will project leaders and organisations be ready to take advantage of them?