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The State of Project Management Research

The State of Project Management Research2020-09-16T11:11:07+01:00

The State of Project & Work Management is ever-changing, through disruptive technology and evolving processes. What is the current state? What is the future direction? These are just some of the themes we explore in our annual State of Project & Work Management Report.

We collate the data, look for themes and share the intelligence with you.

Background

Published by Wellingtone, the State of Project & Work Management Report provides an in-depth insight into project management both in the UK and internationally.

Although a number of non-salary focused project management reports are published each year they tend to be very US-centric. The conversation has also moved on, you might have noticed that we now talk about “Work Management”, not just “Project Management”. A significant portion of work takes place in informal teams and our lens needs to extend beyond those involved in “corporate” projects of scale, but consider teams lead by subject matter experts or “occasional” PMs. This brings us to consider how we work, not just how we run projects.

The State of Project & Work Management Report asks questions across a number of important topics including; project management maturity, tools & techniques, project success rates and PMO maturity. We invite colleagues from across industry to participate, and they do, in their hundreds so thank you to all those that participated.

Although the report highlights the great successes achieved by some it clearly shows there is much work to be done and importantly, considers what the future might hold.

  • Most organisations can benefit from improving their PPM maturity.

  • Many organisations do not benefit from utilising the best practice PPM tools and techniques.

We hope this annual report provides the catalyst for you to consider how you can increase your project successes and provides a wakeup call to tackle your biggest Project, Portfolio and Work Management challenges.

2020 Annual Report

The Annual State of Project Management 2020 Report Front Cover

Now in its fith year, our annual Report is invaluable reading for anyone looking beyond their own organisation or wanting to make a step-change in PPM maturity. We have found he PMO is more of a ‘centre of excellence’ providing expertise & guidance to the organisation as a whole in terms of best practice project management and adherence to the defined PPM methodology.

Once again anonymised data was shared with UCL to further academic research in PPM.  The Report is a key concise reference document for colleagues across our industry.

Download this report

Discuss this report on social media by following #WellingtoneSurvey

Trends

The PPM challenges that have growth the most this year are:

  • The scope of PMO services is increasing at a much higher rate (72%)

  • 52% report being somewhat or very dissatisfied with maturity.

  • Participants report the three most difficult PPM processes to embed are:

    • Benefits Realisation
    • Resource Management
    • Project prioritisation

2019 Annual Report

Front cover of survey 2019

Now in its fourth year, our annual Report is invaluable reading for anyone looking beyond their own organisation or wanting to make a step change in PPM maturity.  Only one third of organisations reporting always or mostly completing projects on time and 30% report never or sometimes completing projects on budget.

Once again anonymised data was shared with UCL to further academic research in PPM.  The Report is a key concise reference document for colleagues across our industry.

Download this report

Discuss this report on social media by following #WellingtoneSurvey

Trends

The PPM challenges that have growth the most this year are:

  • 53% of participants are somewhat or very dissatisfied with PPM maturity in their organisation

  • PMOs are getting more involved in facilitating:

    • Benefits tracking
    • Lessons learned
    • Priority scoring
    • Cross project dependency management
  • Challenges with the greatest increases in 2019 are:

    • Poor resource management
    • Poorly trained Sponsors

2018 Annual Report

The State of Project Management 2018

With only 60% of respondents always or mostly applying a defined PPM methodology or scoping document and similar numbers undertaking risk management, then there is much room for improvement!

Foreword by Dr Michael Emes, Director at University College London. Anonymised data was shared with UCL to further academic research along with the APM PMO SIG and APM Systems Thinking SIG.

Download this report

Discuss this report on social media by following #WellingtoneSurvey

Trends

The PPM challenges that have growth the most this year are:

  • Lack of Planning Skills

  • Inconsistency in Approach

  • Lack of Project Funding

More people than ever are dissatisfied with their current level of PPM maturity.

PMOs are increasing their involvement with training & mentoring PMs.

2017 Annual Report

The State of Project Management 2017

85% of organisations have a PMO, up from 71% but only 52% of these have a PMO strategy.
50% of respondents are somewhat or very dissatisfied with the current level of PPM maturity in their organisation.

Forward by Angela Byers, Microsoft Worldwide Project Marketing Lead for Project. 392 organisations took part and anonymised data was shared with the APM PMO SIG.

Download this report

Discuss this report on social media by following #WellingtoneSurvey

Trends

Most difficult processes to embed are; benefits management, lessons learned, change control and resource management.

  • 55% of PMs create a scoping document during the planning stage always or most of the time.

  • 37% always or mostly complete projects on time.

2016 Annual Report

The State of Project Management 2016

A quarter of those running projects do not apply a consistent PPM methodology, but then 25% of projects are undertaken by subject matter experts many of whom have not been trained or have access to PM training in their organisation.

Foreword from Steve Wake, Chair of the APM. 317 organisations took part. Anonymised data was shared with the APM PMO SIG.

Download this report

Discuss this report on social media by following #WellingtoneSurvey

Trends

About 1/3 of PMOs do not have a consistent and positive sponsor or a defined strategy, with 50% of PMO not tracking their own performance.

  • Over 34% of project schedules are not baselined.

  • 32% of organisations sometimes or never completed projects on time.

  • Attempting to run too many projects is a big challenge.

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With a sprinkling of fun, great food & our team as hosts, we promise an amazing & enlightening time for you and your team!

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