A consulting firm is determining the feasibility of an AI project.

Within the PMI-CPMAI framework, the decision to use AI rather than a noncognitive or traditional solution is treated as abusiness case and value-realization question, not a technology-first decision. PMI stresses that project leaders should “compare AI-based and non-AI alternatives using structured cost–benefit and risk–benefit analysis, including implementation costs, operational costs, expected value, and non-financial impacts such as risk, compliance, and ethics.” The guidance warns against adopting AI purely for novelty or perceived prestige, emphasizing thatAI should only be chosen when it provides clear incremental value over simpler optionsin terms of accuracy, scalability, adaptability, or automation potential. A cost-benefit analysis helps quantify and qualify where AI delivers superior outcomes—for example, handling large-scale unstructured data, learning patterns that rules cannot capture, or enabling continuous improvement through retraining. It also allows transparent communication with stakeholders and sponsors about why AI is justified relative to more traditional solutions. Thus, the effective method to support an AI approach in a feasibility assessment isconducting a cost-benefit analysis comparing AI and noncognitive solutions, not relying on buzz, trends, or perceived complexity.