One notable exception to organizations relying on familiar practices: the
steady growth of agile/incremental/iterative project management practices
of organizations report having a project
management office (PMO)—the same
portion as in 2013 and 2014.
plan to create a PMO in the next year.
THE NOT;SO;SECRET INGREDIENT
Active project sponsorship is the top driver of project success.
A commitment to talent management delivers
results. But the portion of organizations that train
and develop practitioners is lower than 2011.
of projects at low-performing organizations
have active sponsors.
The three most common reasons for project failure
haven’t changed since 2014*:
Change in project
Change in organization’s
2013 2015 2014
61% of organizations
provide training on project
management tools and
techniques (65% in 2011).
45% have defined
career paths for
(46% in 2012*).
47% have a process
to develop project man-
(52% in 2011).
25% of organizations
provide no training and
of projects at high-performing
organizations have active
*Figures add up to more than 100% because
respondents could choose multiple answers