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On this page, you’ll learn about the following:
Best Collections Management Statistics
☰ Use “CTRL+F” to quickly find statistics. There are total 113 Collections Management Statistics on this page 🙂Collections Management Benefits Statistics
- 61% meet scope 60% meet quality standards 51% meet expected benefits. [0]
- [5] How Project Success is Measured 20% — Satisfied stakeholders 19% — Delivered on time 18% — Delivered within budget 17% — Achieves target benefits 15% — Produces high quality deliverables 9% — Achieves acceptable ROI. [0]
- benefits14% say ROI[6] Top 5 PPM Functions. [0]
Collections Management Usage Statistics
- Only 7% have taken advantage of the SUSHI protocol to obtain usage reports; 57% have not; 13% plan to do so in the next two years and 16% were unsure. [1]
- Seventy four percent of the librarians we surveyed indicated that usage statistics were either “important” or “very important” to the decision to renew or cancel electronic resources. [1]
- Only 10% indicated that usage statistics were either “very unimportant” or “unimportant” to the decision to renew or cancel electronic resources, with 16% indicating that their value was neutral in that decision. [1]
- 81% indicated that they had canceled an electronic resource because of its low usage. [1]
- Half of the survey respondents indicated that usage statistics for library resources are reported outside of the library; 24% reported that these statistics were not reported outside of the library and 26% were unsure. [1]
- The most frequently given priority for electronic resource usage statistics was to see what was being used (38%). [1]
- Perhaps one of the most interesting inconsistencies is that 49% of the librarians surveyed indicated that some attempt was made at their libraries to incorporate electronic resource usage statistics into assessment. [1]
- However, when we interviewed the subset of the group, 25% of the interviewees had not even thought about or had no idea of what they would consider a best practice for electronic resource usage statistics. [1]
- They found that 46% of the respondents collected electronic resource usage statistics monthly and 40% collected them annually. [1]
- Of the respondents who collected usage statistics monthly, 63% did so manually. [1]
Collections Management Software Statistics
- [14] 77% of companies use project management software, and 87% of high performing companies use project management software. [0]
- 66% said they choose a project management software based on level of support available. [0]
- % use project management software45% use help desk tickets, work orders, or atask tracking system36%. [0]
- The most important factor in choosing which software to purchase was functionality (40%), followed by ease of use (24%). [0]
- [17] Business aspects significantly improved by PM softwareTeam communication –52%Quality of final product –44%Number of projects completed on budget –44%Number of projects completed on time –. [0]
- 66% of organizations use PM software to communicate with clients. [0]
- [17] 76% of respondents said they are either “very satisfied” or “satisfied” with their PM software. [0]
Collections Management Latest Statistics
- We received 62 completed surveys responses for a response rate of 45%. [1]
- A subset of the librarians who responded to the survey indicated that we could also interview them, and we interviewed 28 librarians whose schedules permitted (45% of the respondents). [1]
- Half of the librarians we interviewed said that the measures were adequate, 29% indicated that they were so so, while 21% indicated that the measures were inadequate. [1]
- Survey respondents indicated that they were using a variety of tools, and 66% were using Excel spreadsheets in addition to the other tools that they used to manage electronic resources. [1]
- Sixty percent of the respondents indicated that they could; 16% were unsure and 11% said that they could not. [1]
- Eight percent indicated that they had not cancelled a resource because of low use and 11% were unsure. [1]
- Forty three percent responded that this task was not written into one or more job descriptions; 37% indicated that it was; 18% were unsure. [1]
- One of the surprising findings was that 11% indicated that nobody in their libraries regularly received electronic resources statistical reports from the person or persons who collected them. [1]
- Forty nine percent of the respondents indicated that there had been some attempt at their library; 35% of the respondents indicated that there had not been an attempt; and 16% were unsure. [1]
- The second most frequently given priority was for the renewal (21%). [1]
- Tied for third place were looking at searches (18%) and using statistics for the annual report (18%). [1]
- Tied for fourth place were budget (14%). [1]
- Sixty percent of the respondents indicated that they could, but 16% were unsure. [1]
- Also, 59% of the interviewees indicated that they did not determine if statistics were evaluated and consulted successfully. [1]
- A total of 2,779 agencies responded to the LEMAS questionnaire, for a response rate of 80%. [2]
- The overall response rate for local police departments was 82%, 74% for sheriffs’ offices, and 90% for state law enforcement agencies. [2]
- A total of 3,928 agencies responded to the LEMAS BWCS, for a response rate of 79%. [2]
- The overall response rate for local police departments was 80%, 77% for sheriffs’ offices, and 90% for primary state agencies. [2]
- 80% of “high performing” projects are led by a certified project manager. [0]
- [8] 89% of high performing organizations value project management, 81% actively engage sponsors, 57% align projects with business strategy. [0]
- [6] 46% of organizations admit to not fully understanding the value of project management, even though that understanding boosts the success rate of strategic initiatives by 16%. [0]
- [12] 59% say either most departments or their entire organization uses standard project management practices. [0]
- [6] Organizations that use a methodology 38% meet budget. [0]
- 26% do not use a standard methodology. [0]
- 8% use a combination of methods 4% use an in house method to manage projects 3% use PRINCE2. [0]
- [4] Having a knowledge transfer process in place boosts the chance of project success by over 20%. [0]
- [6] More than 90% of organizations perform some type of project postmortem or closeout retrospective. [0]
- [9] 64% of organizations say they frequently conduct risk management. [0]
- [6] 30% of project managers break up large projects into smaller segments, with deliverables and evaluations at the end of each segment. [0]
- 48% say the team’s technical skills 41% say executive support 26% say effective team communication. [0]
- 19% say Agile techniques 17% say the leadership of certified Project Managers 12% say effective soft skills among staff. [0]
- [5] 38% of organizations report using agile frequently. [0]
- [6] 75% of highly agile organizations met their goals/business intent, 65% finished on time, and 67% finished within budget. [0]
- Compared to organizations with low agility, where only 56% met their business goals, 40% finished on time, and 45% finished within budget. [0]
- [12] Agile organizations grow revenue 37% faster and generate 30% higher profits than non. [0]
- According to respondents, five days per year of projectfocused training reduced the amount of time it took to advance from an entry level project manager to a senior project manager by 12.6 months. [0]
- In the U.S, Project Management Professional ® certified project managers make an average of 16% more than their non credentialed peers in 2011. [0]
- [6] 61% of project management practitioners say their organization currently offers ongoing project management training for staff. [0]
- [6] PM Certification by Department37% say their entire IT department is. [0]
- Classroom setting –28%Online selfpaced course –24%Online situational sessions –18%Paperbased self studies –16%All of the above –13%Other. [0]
- –1%[4] Number of PMI Certified Project Managers. [0]
- [10] Popular Tools for Managing IT Projects70% use status reports68% use the project plan documentation63% use spreadsheets53. [0]
- level31% use communication templates25% use quality assessments21% use realtime status dashboards20% use a homegrown/in house solution18% use word processing documents10% useearned value management. [0]
- [11] An expected 12% growth in demand for project management professionals will result in almost 6.2 million jobs by 2020. [0]
- [11] The healthcare industry is projected to increase project management roles by 30% — a higher growth rate than any current project intensive industry. [0]
- [11] Estimated ProjectOriented Job Openings 2010. [0]
- [11] 83% of project organizations reported that they were understaffed at some level. [0]
- 44% of the reported shortages were for senior. [0]
- 89.4% report that it is either very difficult or somewhat difficult to find senior. [0]
- [7] The average large IT project runs 45% over budget, 7% over time, and delivers 56% less value than expected. [0]
- [6] One in six IT projects has an average cost overrun of 200% and a schedule overrun of 70%. [0]
- [1] Nearly 45% admit they’re unclear on the business objectives of their IT projects. [0]
- [3] Only 34% of respondents say IT projects almost always deliver value to the business. [0]
- 21% say they sometimes deliver value, and 41% say results are mixed. [0]
- [5] 78% said their project requirements are usually or always out of sync with the business. [0]
- [3] 75% of IT project leaders believe their projects are “doomed from the start.”. [0]
- [3] 17% of large IT projects go so badly they threaten the existence of the company.[2]. [0]
- Only 47% say their teams achieve 70 89% of their goals. [0]
- Nearly 20% say they only achieve 50 69% of their goals. [0]
- [3] 80% of teams say they spend at least half their time reworking completed tasks. [0]
- [3] Barriers to Success38% cite confusion around team roles and responsibilities.31% point to being unclear or disagreeing on what constitutes project success.77%. [0]
- Portfolio Project Management 53% of respondents say they have a project portfolio management process in place. [0]
- The number of firms with a PPM process in place grew from 64% in 2003 to 71% in 2013. [0]
- 26% of firms say they get a 25% or greater ROI from implementing PPM processes. [0]
- How Companies Prioritize Projects18% say strategic alignment14% say expected. [0]
- Portfolio tracking & performance monitoring – 75%Portfolio oversight –68%Portfolio planning,resource allocation, and schedule –. [0]
- 66%Portfolio analysis, project selection, & prioritization –65%PPM process implementation & management –61%[13]. [0]
- Top 5 PPM PrioritiesImproveresource planning & forecasting – 65%Implement. [0]
- /enhance reporting, analytics, & dashboard tools –62%Implement/enhance PPM processes –53%Implementdemand management/capacity planning processes – 42%Implement/enhance performance measurement process –. [0]
- [4] 55% of organizations surveyed review project portfolios monthly, 23% review them quarterly. [0]
- [13] PMO Popularity by Company Size61% of small organizations (88% of midsize companies ($100M $1B). [0]
- Number of companies with a PMO has grown from 47% to 80% from 2000. [0]
- 30% of companies currently without a PMO plan to start one in the coming year. [0]
- [16] Benefits of High Performing PMOs [16] 49% of PMOs provide project management training. [0]
- IT managers or business execs – Non management IT staff – Project managers within IT department – Project managers outside IT department – Outsourced project managers – [13] Only 64% of projects meet their goals. [0]
- [6] 70% of companies report having at least one failed project in the last year. [0]
- [12] High performing organizations successfully complete 89% of projects, while low performers only complete 36% successfully. [0]
- [15] 60% of companies don’t measure ROI on projects. [0]
- [15] Average Project Success Rates [9] Average % of features delivered – 69%Average cost overrun – Average time overrun – [9] Small Projects VS. [0]
- Small Projects 76% are successful. [0]
- Large Projects 10% are successful 52% are challenged. [0]
- [9] Large projects are twice as likely to be late, over budget, and missing critical features than small projects. [0]
- A large project is more than 10 times more likely to fail outright, meaning it will be cancelled or will not be used because it outlived its usefulness prior to implementation. [0]
- [12] 68% of projects don’t have an effective project sponsor to provide clear direction or help address problems. [0]
- 64% successfully met original goals/business objectives 62% were supported by active project sponsors 55% finished within budget. [0]
- Only 56% of strategic initiatives meet their original goals and business intent. [0]
- [12] 44% of strategic initiatives were reported as unsuccessful. [0]
- Over 25% of companies don’t conduct a strategic review to identify how a proposed project will benefit the business. [0]
- [15] 60% of companies don’t consistently align projects with business strategy. [0]
- The graphic below shows the percentage of the use of each collection mode for all surveys in 2015 at Statistics Canada. [3]
- This graphic shows the dispatch of percentage of each collection mode in total survey collection activities in 2015 at Statistics Canada. [3]
- As shown in the graphic, CATI is by far the most used collection mode (54% of the total), followed by multi mode (15%), CAPI (13%), handheld (7%), and electronic questionnaires (4%). [3]
- Please note that, although the percentage for electronic questionnaires may seem low, 46% of business surveys have converted to electronic questionnaires with some form of follow up, by mail, fax or CATI. [3]
I know you want to use Collections Management Software, thus we made this list of best Collections Management Software. We also wrote about how to learn Collections Management Software and how to install Collections Management Software. Recently we wrote how to uninstall Collections Management Software for newbie users. Don’t forgot to check latest Collections Management statistics of 2024.
Reference
- wrike – https://www.wrike.com/blog/complete-collection-project-management-statistics-2015/.
- tandfonline – https://www.tandfonline.com/doi/full/10.1080/0361526X.2013.760394.
- ojp – https://bjs.ojp.gov/data-collection/law-enforcement-management-and-administrative-statistics-lemas.
- statcan – https://www150.statcan.gc.ca/n1/pub/11-634-x/2016001/section3/chap4-eng.htm.
How Useful is Collections Management
One of the primary benefits of collections management is its ability to facilitate research and scholarship. By properly documenting and organizing collections, researchers, academics, and scholars have easy access to a treasure trove of information and material for study and analysis. This not only enriches our understanding of the past but also helps advance knowledge in various fields of study.
Furthermore, collections management plays a vital role in preserving cultural heritage and history. Institutions responsible for safeguarding cultural artifacts and documents have a duty to ensure their proper care and conservation. By implementing sound collections management practices, these institutions protect these valuable resources from deterioration, loss, or damage, ensuring that they remain intact for future generations to enjoy and learn from.
Moreover, collections management contributes to enhancing the visitor experience in museums, galleries, and libraries. Well-organized collections that are properly displayed and labeled provide visitors with a seamless and informative journey through the institution’s holdings. This not only fosters a greater appreciation for the objects on display but also encourages return visits and continued engagement with the collection.
Collections management also serves as a tool for accountability and transparency within institutions. By keeping detailed records of acquisitions, loans, deaccessions, and conservation efforts, organizations can track the provenance and history of their collections, ensuring ethical practices and compliance with cultural heritage guidelines and regulations. This ultimately builds trust with stakeholders and the public, demonstrating a commitment to responsible stewardship of cultural assets.
In addition, collections management can have practical benefits for resource allocation and management within institutions. By conducting regular inventories and assessments of collections, institutions can identify redundancies, gaps, and areas for improvement, enabling them to make informed decisions about acquisitions, deaccessions, and conservation priorities. This ensures that resources are allocated efficiently and effectively, maximizing the impact of the collection for both internal and external audiences.
Overall, collections management is an invaluable tool for institutions looking to preserve, protect, and promote their collections for current and future generations. By implementing sound practices and standards, organizations can ensure the long-term integrity, accessibility, and relevance of their holdings, enriching scholarly research, preserving cultural heritage, enhancing visitor experiences, promoting accountability, and optimizing resource allocation. The importance of collections management cannot be overstated, as it forms the foundation upon which institutions can build vibrant, dynamic, and sustainable collections that contribute to the broader cultural landscape.
In Conclusion
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