PMI Denmark Chapter

PMI Denmark Chapter

Success Rates Rise - Transforming the high cost of low performance

PMI’s – PULSE of the PROFESSION 2017, 9th Global Project Management Survey

 Since 2006, PMI’s annual global survey of project, program and portfolio managers has charted the current and future major trends in project management. This year’s pulse report focuses on the positive change seen across organizations as they are making progress due to implementing strategic initiatives.

 

This article summarizes the pulse report’s contents and findings of this year’s research while the original report can be read here.

The newest edition of the pulse features feedback and insights from

  • 3,234 project management professionals
  • 200 senior executives
  • 510 PMO directors from a range of industries
  • Interviews with 10 corporate leaders and 7 PMO directors and directors of project management

The report begins with a note from the PMI President and CEO, Mark A. Langley.

He begins by mentioning that this year bodes well for organizations as for the first time in the last five years of this research, more projects are meeting original goals and being completed within budget.

He further mentions that a broader view of performance includes an organization’s benefits realization maturity level. This more inclusive measure of project success provides insight into what elite organizations— those we are calling “champions”—are doing and how others can continue on this path to progress.

The 2016 Pulse report called for a shift in thinking and urged organizations to embrace project management as a strategic competency for success. The results of this year’s research suggest that organizations are listening because they are becoming more mature with their practices and the report identified two new performance levels among responding organizations:

  • Champions – Organisations where >= 80 % projects are completed on time & on budget
  • Underperformers – Organisations where <= 60 % projects meet the same

This progress in maturity with organization practices is likely due to many factors, including organizational investments in the areas listed here:

  1. TALENT                                                                     
  2. BENEFITS
  3. PMOs & EPMOs                                                      
  4. EXECUTIVE SPONSORSHIP
  5. AGILE

Additionally, the survey reveals that the many pitfalls of project failures are being avoided by:

  • BRIDGING STRATEGY FORMULATION & EXECUTION
  • TACKLING TECHNOLOGY & BUSINESS DISRUPTION

Lastly the report concludes that those project leaders —who possess a combination of technical, leadership, and strategic and business management expertise—are helping to drive optimum project performance when faced with the following trends and issues:

DIGITAL ADVANCEMENTS HIGH CUSTOMER EXPECTATIONS
DISRUPTIVE ORGANIZATIONS CHANGING WORKFORCES

 

POP 2017 Graph

Conclusion

Overall the report is a good read and comprises of text content, graphs, survey results represented graphically.

The text content is made up of in fact 14 odd pages and the remaining 15 pages is from the Appendix section which exclusively features survey results divided in 3 sections.

The sections are the results of the survey conducted on 3,234 project management professionals, 200 senior executives and 510 PMO directors.

The Appendix makes for interesting analysis if one wants to analyze numerical data rather than read gleams of text.

To end the summary, it is amply clear that the report’s findings reinforce the point that when organizations embark on projects and programs, they do so with a clear mission: to add value, advance strategies, and increase competitive advantage. So, the more mature they are with project management, the more likely they will achieve their goals.