Project Management Statistics 2024 – Everything You Need to Know

• 41%of businesses with a high project failure rate blame a lack of involvement from higher ups in project management. ^[8]
• Over62%of highperforming companies use real time document editing and file version control features Unmet or unclear task dependencies account for12%of project failures. ^[8]
• The top five causes of project failure are Change in the organization’s priorities (39%). ^[0]
• For such large IT projects, functionality issues and schedule overruns are the top two causes of failure (at 22% and 28% respectively). ^[0]
• 55% of project managers cite budget overrun as a reason for project failure. ^[4]
• The implementation of a management process, however, is shown to reduce the failure rate to 20% or below. ^[4]
• A lack of clear goals is the most common factor (37%). ^[4]
• IT project failure statistics show that 75% of respondents think their projects are always or usually doomed to fail from the start. ^[4]
• 55% of project managers cite budget overruns as a reason for project failure. ^[4]
• Construction project failure statistics show that over 50% of construction project owners worldwide (and 61% in the US). ^[4]
• 41% of underperformers say inadequate sponsor support is the main reason for project failure. ^[4]
• 41% of underperformers and 17% of high performers report inadequate sponsor support as the main reason for failure, according to project management failure statistics. ^[4]
• According to a research by KPMG, an incredible 70% of organizations have suffered at least one project failure in the prior 12 months and 50% of respondents indicated that their project failed to consistently achieve what they set out to achieve. ^[9]
• Around 67% of projects of organizations that undervalue project management as an essential element for driving change result in failure. ^[1]
• Also, IT projects with budgets exceeding $1 million have a 50% higher failure rate than projects with budgets below $350,000. ^[1]
• If management takes five hours or longer to make decisions, the failure rate of agile projects is 22% while the likelihood of projects producing unsatisfactory results is 53%. ^[1]
• 70% of projects are prone to failure. ^[2]
• Attempting to run too many projects is the biggest reason for project failure among 37% of organizations. ^[2]
• failure rates range between 5% to 15%. ^[2]
• A lack of clear goals is the most common factor (37%). ^[11]
• The failure rate of projects with budgets over $1M is 50% higher than the failure rate of projects with budgets below $350,000. ^[14]
• With US companies losing $122 million per billion invested annually due to project management failure, statistics show that 50% of companies have failed to meet a final project goal due to improper project management at one point or another. ^[6]
• For instance, the failure rate for all projects hovers around 70%, while those with larger budgets have a 94% chance of failure. ^[6]
• Notably, the failure rate for construction projects was 3–6% higher compared to previous years. ^[6]
• For reference, old statistics show that one third of all projects fail, and recent stats confirm not much has changed, with 70% of companies reporting at least one project failure within the last year. ^[6]

Project Management Adoption Statistics

• Despite its impact, adoption rates for PM software remains low . ^[0]
• Project management facts show that the adoption of PM software remains low despite the fact that 77% of high performing projects use it. ^[4]
• 28% of organizations believe that the adoption of agile methods has improved their project success rates. ^[1]
• According to project management statistics, in 2020, the adoption of these solutions increased and pushed digital transformation across many industries. ^[6]

Project Management Latest Statistics

• Our extensive surveys have turned up knowledge that’s as close to 100% reliable as you can get in the project management world. ^[15]
• Only35%of project managers surveyed in 2020 were “somewhat or very satisfied” with the systems in place. ^[15]
• Despite the importance of PPM, only61%apply a defined project management methodology to each project. ^[15]
• Project management maturity isn’t valued.46%of organizations make project management a cultural priority — despitestatistical proofthat a mature project management process makes an organization far more likely to deliver on time and under budget. ^[15]
• As a result,54%of organizations lack the ability to track KPIs in real. ^[15]
• Across all organizations,11.4%of all resources are wasted due to inferior project management processes. ^[15]
• But there are positive signs.89%of organizations. ^[15]
• now have at least one project management office , and50%have more than one. ^[15]
• In addition,71%of PMs surveyed believe the perceived value of their role is increasing, up from55% in 2019. ^[15]
• These offices are busy.59%of project managers run between 2 and 5 projects. ^[15]
• 11% run 6 to 10 projects, and 15% run more than 10 at a time. ^[15]
• Only 15% of project managers work on only one project at a time. ^[15]
• A monday.com survey found thatRepetitive tasks are eating our productivity alive.54%of workers spend 5 or more hours per week on tedious tasks that require little or no creativity. ^[15]
• For 16%, it’s 10 or more hours. ^[15]
• Our co workers also bear some of the blame.41%of workers reported that message notifications from email, Slack, and other platforms were a major obstacle to getting work done.20%described email overload as a serious problem. ^[15]
• 57% of workers reported that they’ve begun to feel the symptoms of burnout. ^[15]
• 30% report feeling less creative than they used to be, and a whopping 63% don’t think they’re getting enough chances to do their best work. ^[15]
• 63% agree or strongly agree that AI will make a bigger difference to business than the advent of the internet. ^[15]
• As we saw above, 54% of workers believe they could save at least 5 hours by automating their most menial tasks. ^[15]
• In spite of this, however, 58% of CEOs have not implemented any kind of AI in their business, likely due to the difficulty of finding employees qualified to put it in place. ^[15]
• Companies are committing to training project managers.61%of organizations provide some form of project management training, while 47% have gone the extra mile and established a clear path for developing PM careers. ^[15]
• will makeCertification remains extremely important.22%more money than a PM who hasn’t been certified. ^[15]
• Research suggests that the most popular Agile innovation among businesses today is the daily standup, used byCompanies loveAgile project management, but they adopt it piecemeal.85% of respondents. ^[15]
• Runners up include retrospectives (81%),sprint planning(79%), sprint review (77%), and short iteration cycles (64%). ^[15]
• Across a range of organizations that are seen as innovators in PM technology and practices, 53% employ at least one Agile methodology technique. ^[15]
• The trend is to keep teams small.30.5%of project teams have 5 or fewer members. ^[15]
• Another 39% have between 6 and 10 members, leaving only 30.5% with more than 10 employees. ^[15]
• Surprisingly, the first step is empathy.91% of CEOs— as clear a consensus as we found anywhere — believe that the ability to empathize with colleagues, subordinates, and customers directly influences a company’s financial performance. ^[15]
• Only43%of companies reported that they “most of the time” or “always” complete their projects within the established budget. ^[15]
• Projects where the company spends $1 million or more fail 50% more often than projects where $350,000 or less is spent. ^[15]
• If teams and leaders take an average of 1 hour to make any decision, projects succeed at a rate of 58%. ^[15]
• When that time increases to 5 hours, the project success rate drops to 18%. ^[15]
• a role.58%of organizations said that the coronavirus pandemic had a “moderate or significant” impact on their operations, forcing them to delay or cancel projects. ^[15]
• Remember how we said earlier that only about 23% of businesses were using a dedicated project management solution?. ^[15]
• 91% of our users said they listed their project tasks on a board. ^[15]
• 88% said that their job frequently involved re prioritizing and updating their tasks, while 70% spent a lot of time keeping track of deadlines and milestones. ^[15]
• And 42% were trying to do all of this in a spreadsheet. ^[15]
• 88%of remote workers face inconsistent leadership and miscommunications with other team members 83%of employees report feeling burnt out by a high volume of emails COVID 19 has increased employee burnout by12%in two months. ^[8]
• 20%of employees cite an unmanageable workload as the number one cause of burnout. ^[8]
• According to the study from the Project Management Institute, businesses with a clear project management structure in place have 38% more successful projects that met their original goals than those that did not. ^[8]
• Additional statistics showing the value of project management are Only21%of companies have standardized project management systems like waterfall and agile in place 1 in 6IT projects have a cost overrun of200%. ^[8]
• IT projects with a budget of at least$1 millionare50%more likely to fail to meet business objectives. ^[8]
• 41%of organizations reporting poor project performance say they don’t get enough support from project management and project sponsors. ^[8]
• 61%of companies using project management tools completed projects on time, while only41%of those not using them did. ^[8]
• 50%of project managers spend at least one full business day. ^[8]
• 80%of employees spend half of their workweek on “rework” caused by poor communication Close to46%of team leaders say hitting project deadlines is their biggest problem. ^[8]
• 90%of projects require team participation as opposed to individual responsibility. ^[8]
• 31%of companies say that miscommunications about project objectives is the number one reason why projects fail 59%of workers in the United States say communication is their biggest obstacle. ^[8]
• 45%of team members say Gantt charts are their most used project management feature 55%of team members say project objectives are unclear Only9%of. ^[8]
• 40%of project managers spend most of their time micromanaging employee responsibility and answering questions over email. ^[8]
• 71%of business executives say employee engagement is one of the top factors in project success. ^[8]
• Only52%of executives say their employees’ time allocation matches company priorities. ^[8]
• 76%of executives say agile project management tools will be the new normal Monday.comis used by over100,000teams across201industries. ^[8]
• Only 58% of organizations fully understand the value of project management. ^[0]
• 93% of organizations report using standardized project management practices. ^[0]
• 68% more than 2/3rd of organizations in ‘s annual survey said that they used outsourced or contract project managers in 2018. ^[0]
• Only 23% of organizations use standardized project management practices across the entire organization. ^[0]
• 33% use standardized practices, but not across all departments. ^[0]
• While a small portion 7% of organizations don’t use any standard practices at all. ^[0]
• Coincidentally, 55% of organizations don’t have access to real. ^[0]
• Between 2017 and 2018, the percentage of organizations using spreadsheets to manage their agile projects dropped from 74% to 67%. ^[0]
• 56% of organizations have used only one project management system. ^[0]
• Only 41% of organizations with an enterprise wide project management office report that it is highly aligned to the organization’s strategy. ^[0]
• 80% of highperformance organizations Champions have a PMO. ^[0]
• 72% say that there is a strong alignment of the EPMO to their organizational strategy. ^[0]
• 95% of large firms reported having dedicated PMOs, either in specific departments or across the entire organization. ^[0]
• In contrast, only 75% of small firms had dedicated PMOs. ^[0]
• In 2016, PMOs delivered a 33% improvement in projects delivered under budget, 27% improvement in customer satisfaction, 25% increase in productivity, and 25% reduction in failed projects. ^[0]
• In 2016, the average PMO accounted for nearly 5% of the project budget and had a staff size of 9. ^[0]
• 49% of project managers report to the PMO (up from 42% in 2012). ^[0]
• Incidentally, highperformance organizations had far higher percentage of project managers reporting to the PMO than lowperforming organizations 68% vs 53%. ^[0]
• 50% of respondents in a survey said that their biggest challenge is that PMO processes are seen as overhead. ^[0]
• 42% said that their organizations are resistant to change and adopting new PM methodologies. ^[0]
• 41% said that their biggest challenge is demonstrating the added value of the PMO. ^[0]
• Risk management practices are widely used across most organizations 27% say they ‘always’ use them, while 35% use the ‘sometimes’. ^[0]
• Only 3% of surveyed organizations say they ‘never’ use risk management practices. ^[0]
• Among senior leaders, 87% say that they “fully” understand the importance of PM practices. ^[0]
• Only 32% of organizations say that they’re satisfied with their current PM maturity level. ^[0]
• 67% would rank their department’s PM maturity level at 3 or more. ^[0]
• However, only 47% would rank their organization wide PM maturity at level 3 or higher. ^[0]
• In PMI’s 2017 survey, 62% of successfully completed projects had sponsors who were actively supportive. ^[0]
• 78% of respondents in a Geneca survey also said that they’d like business stakeholders to be more responsive and engaged in the project. ^[0]
• Another study found that 33% of projects fail because of a lack of involvement from senior management. ^[0]
• A whopping 97% of organizations believe that project management is critical to business performance and organizational success, according to a PwC study. ^[0]
• Businesses say that the biggest impact of project management was on team communication (52%). ^[0]
• 44% also said that it improved the quality of the final product, while 38% said that it improved customer satisfaction. ^[0]
• Only 42% of respondents in Wellingtone’s survey that this role is occupied by a professional Project Manager in their organization. ^[0]
• In 2018, nearly 70% of projects met their original goals or business intent, while nearly 60% were completed within the original budget. ^[0]
• Both these figures are up from 62% and 50% respectively in 2016. ^[0]
• Compared to 2017, 71% of organizations reported a lack of funding as their top project management challenge, while 49% more organizations reported an inconsistency in approach. ^[0]
• A survey published in HBR found that the average IT project overran its budget by 27%. ^[0]
• Moreover, at least one in six IT projects turns into a “black swan” with a cost overrun of 200% and a schedule overrun of 70%. ^[0]
• An IT project with a budget over $1M is 50% more likely to fail than one with a budget below $350,000. ^[0]
• A PwC study of over 10,640 projects found that a tiny, tiny portion of companies 2.5% completed 100% of their projects successfully. ^[0]
• According to CIO, organizations that use proven PM practices waste 28x less money than their more haphazard counterparts. ^[0]
• 80% of respondents in a Geneca survey said that they spend half their time on rework. ^[0]
• Only 55% of people involved in projects team leaders and project managers feel that the project’s business objectives are clear to them. ^[0]
• More than 80% also feel that the requirements process doesn’t articulate the needs of the business. ^[0]
• And when the project is wrapped up, only 23% of respondents say that project managers and stakeholders are in agreement when a project is done. ^[0]
• To give you an idea of the abysmal success rate of most projects, only 40% of projects at IBM meet the company’s three key goals schedule, budget, and quality. ^[0]
• 17% of IT projects can go so bad that they can threaten the very existence of the company. ^[0]
• The biggest reason for any dissatisfaction remains price (56%), followed by a lack of features (33%). ^[0]
• 64% and 67% of projects with high maturity of PM processes are delivered on time and within budget, respectively. ^[0]
• The equivalent figures for low maturity organizations are just 36% and 43%. ^[0]
• 83% of high performance organizations make an ongoing investment in project manager training. ^[0]
• 77% of such organizations have formal processes to develop PM competency. ^[0]
• In contrast, only 34% of underperformers offer similar training. ^[0]
• 51% of respondents in PMI’s 2018 survey said that soft skills are more important today, while only 19% said that this skill requirement is unchanged. ^[0]
• 81% of these organizations prioritize the development of technical skills (vs 13% of underperformers). ^[0]
• Despite low maturity levels, only 48% organizations have invested in accredited project management training. ^[0]
• 15% use non accredited training or courses, while more than 25% don’t invest in any training at all. ^[0]
• 60% of PMOs now have a formal project management training program, up from 11% in 2014. ^[0]
• Incidentally, high performing organizations are far more likely to have a training program than low performers (85% vs 38%). ^[0]
• Most PMOs (79%). ^[0]
• However, a significant and growing number (51%). ^[0]
• it takes up to 20% of the overall project budget. ^[4]
• Editor’s Choice 70% of all projects fail. ^[4]
• 42% of companies don’t understand the need or importance of project management. ^[4]
• 62% of successfully completed projects had supportive sponsors. ^[4]
• The percentage of projects that fail is fairly high a whopping 70% of all projects fail to deliver what was promised to customers. ^[4]
• Organizations that undervalue project management see 50% more of their projects failing. ^[4]
• 3. 9.9% of every dollar is wasted due to poor performance. ^[4]
• The latest project management stats show that 58% of organizations fully understand the value of implementing project management as a way to achieve better performance. ^[4]
• This means that 42% of companies undervalue the importance of project management as a crucial component for project success. ^[4]
• The Pulse project management statistics show that high performing organizations with proven PM practices in place have met their original goals 2.5 times more often (89% vs. 34%). ^[4]
• 75% of respondents in the IT industry lack confidence in project success. ^[4]
• Out of this 75%, 27% constantly feel this way. ^[4]
• At the same time, the majority of respondents (80%). ^[4]
• 44% of projects fail due to a lack of alignment between business and project objectives. ^[4]
• They have further reported that only 31% of their projects were delivered within 10% of the budget and 25% within 10% of the original timeframe. ^[4]
• Organizations with a higher percentage (more than 80%) actively engaged sponsors to have 40% more successful projects than organizations with a lower percentage of projects (less than 50%). ^[4]
• At the same time, 55% of organizations don’t have access to real. ^[4]
• The percentage of organizations using spreadsheets to manage their agile projects dropped from 74% to 67%. ^[4]
• Jira follows with 19.50%, while Trello comes in third with 5.51%. ^[4]
• 93% of organizations use standardized project management practices. ^[4]
• Consistent practices reduce the risk and lead to better results which is why the majority (93%). ^[4]
• Project management statistics show that 73% of organizations that use formal project management approach always or often have met the goal or intent. ^[4]
• 63% have completed the projects within budget and 59% have delivered the projects on time. ^[4]
• By comparison, only 58% of organizations that rarely/never use formal PM methods have met the initial goals, 48% complete the projects within budget, and 43% have delivered the projects on time. ^[4]
• 44% of high performing organizations use predictive approaches. ^[4]
• 44% of the high performers use predictive approaches, 30% use agile methods, while 23% leverage hybrid approaches. ^[4]
• Only 4% of high performing organizations use other methods. ^[4]
• Multitasking causes a 40% productivity drop. ^[4]
• If you try to do everything by yourself, you could see a productivity drop by 40%. ^[4]
• 83% of high performing organizations have ongoing project management training. ^[4]
• 81% further prioritize the development of project management technical skills and 79% prioritize the development of project management leadership skills. ^[4]
• The project management statistics for low performers in these areas are 34%, 13%, and 11%, respectively. ^[4]
• Nearly 70% of projects met their original goals or business intent. ^[4]
• In 2016, 62% of projects met the original business goals and only 50% were completed within the set budget. ^[4]
• In 2018, these numbers went up to 70% and 60%, respectively. ^[4]
• 60% of respondents point to poor resource management as their biggest challenge. ^[4]
• Other issues included poorly trained project sponsors (33%) ineffective PPM solution deployment (30%), and lack of governance (26%). ^[4]
• Roughly 50% of the respondents say so. ^[4]
• Risk management comes in second with 40%, followed by planning with 35%, and resource management with 25%. ^[4]
• 68% of projects don’t have an effective project sponsor. ^[4]
• Project management statistics show that almost a third of organizations (27%). ^[4]
• Only 3% of the respondents have said they never use risk management practices. ^[4]
• Also, 78% of respondents in the Geneca project management survey have said they would like the business stakeholders to be more engaged in the project. ^[4]
• 87% of senior project managers fully understand the importance of PM practices. ^[4]
• Among them, 87% have said they completely understand the importance of PM practices. ^[4]
• On the other hand, the lack of involvement from senior management is the main reason why 33% of projects fail. ^[4]
• 80% of high performing organizations have reported using project management practices which further highlights this notion. ^[4]
• The estimates show that the project management costs range between 7% and 11% of the project’s total cost. ^[4]
• When adding project control support, this figure might jump to 9. ^[4]
• 58% of organizations understand the value of project management. ^[9]
• It is found that 71% of the organizations are now using agile approaches to their projects more frequently than in the past. ^[9]
• Only 46% of organizations place a high priority on a culture that values project management. ^[1]
• However, 52% of respondents are somewhat or very dissatisfied with the current level of PM maturity in their organization, more than the 45% rating in 2016. ^[1]
• Only 6% of organizations in Australia received more projects and worked on more programs during the COVID. ^[1]
• In addition, 48% of organizations in Australia always or often report project benefit tracking variations. ^[1]
• 61% of projects have highly involved sponsors. ^[1]
• 40% of the project and program governance activities of organizations are considered very effective. ^[1]
• 35% of project managers use MS Excel to build resource plans. ^[1]
• The percentage of organizations using spreadsheets to manage projects dropped from 66% in 2018 to 64% in 2019. ^[1]
• On average, 11.4% of investment is wasted due to poor project performance. ^[1]
• 61% of organizations provide project management training while 47% have a clear career path for project professionals. ^[1]
• An estimated 1,279,390 project management specialists and business operations specialists are employed in the United States. ^[1]
• Project management Professional certificate holders earn salaries that are 22% than those without certification. ^[1]
• Approximately, there were 6% more organizations with a project management office in 2020 (89%) than in 2019 (83%). ^[1]
• 74% of project professionals believe that more employees will work from home. ^[1]
• 54% do not have access to real time project KPIs. ^[1]
• 60% of project managers report that they always apply a defined project methodology. ^[1]
• 39% of project teams are composed of 610 people; 30.5% have more than 10 people; another 30.5% are composed of 1. ^[1]
• Also, 50% of organizations mostly or always baseline their project schedules. ^[1]
• 67% of organizations include project change management in their initiatives. ^[1]
• 72% of PMOs are projected to increase in scope and responsibilities, up from 61% in 2019. ^[1]
• 53% of organizations that are considered. ^[1]
• Project professionals manage 23% of the company’s initiatives by incorporating AI. ^[1]
• The top agile methods employed by organizations are daily standup (85%), retrospectives (81%), sprint planning (79%), sprint review (77%), and short iterations (64%). ^[1]
• 69% of project professionals state that their senior leaders value project management. ^[1]
• 67% of project managers believe that the complexity of programs and projects has increased over the past decade. ^[1]
• Additionally, 84% of CEOs have accelerated the development of a next generation operating model and the digitization of operations. ^[1]
• Surprisingly, 23% of projects do not undertake change management initiatives. ^[1]
• However, of the projects that do, 32% deem them extremely effective. ^[1]
• 59% of organizations conduct independent project performance reviews. ^[1]
• 63% of organizations work on projects that incorporate change management capability. ^[1]
• Meanwhile, in Australia, 57% of organizations use a centralized PMO to streamline project activities. ^[1]
• 51% of organizations require project professionals to have certification for their role. ^[1]
• Organizations that are highly mature in project management capabilities outperformed those that aren’t, as they met their goals 77% of the time. ^[1]
• 91% of US CEOs believe that skill directly affects a company’s financial performance. ^[1]
• 43% of companies mostly or always accomplish projects within the budget. ^[1]
• Meanwhile, 27% of projects go over budget. ^[1]
• 24% of project professionals believe that projects are hampered by unrealistic budgets. ^[1]
• 20% of project professionals believe that adopting agile techniques can lower project costs. ^[1]
• 47% of project managers believe that they are expected to deliver more value with a reduced budget and timeline. ^[1]
• Organizations with high maturity value delivery capability accomplish 67% of their projects within the allotted budget. ^[1]
• On the other hand, organizations with low maturity value delivery capability do the same for only 46% of their projects. ^[1]
• About 60% always or mostly engage in risk management. ^[1]
• 29% of projects are mostly or always completed on time. ^[1]
• To improve performance, 68% of organizations emphasize developing leadership while 65% focus on developing the technical skills of their personnel. ^[1]
• About 36% spend one or more days annually collating project reports. ^[1]
• 89% of organizations have one or more PMOs; 26% of these are less than two years old. ^[1]
• Interestingly, 54% of organizations do not have access to real. ^[1]
• The Scaled Agile Framework is the most popular scaling method with 35% of organizations applying it. ^[1]
• 59% of project managers run two to five projects, 15% work on one, 15% take on more than 10, and 11% do six to 10. ^[1]
• Business value delivered (46%), customer satisfaction (45%), and velocity (37%). ^[1]
• Agile transformations have a success rate of 41%. ^[1]
• 47% of project managers believe that their companies have built a track record of project success 58% of organizations say that project success rates have improved over the last two years. ^[1]
• Approximately 51% of organizations deliver projects that meet the business objective or original goal. ^[1]
• Meanwhile, 52% of organizations deliver projects that satisfy stakeholders. ^[1]
• In 2018, 35% of organizations in Australia completed more than 50 projects. ^[1]
• On average, organizations with high value delivery maturity complete 63% of their projects on time. ^[1]
• 58% of organizations admitted that the impact of COVID 19 has been moderate or significant, causing project delays and cancellations. ^[1]
• The number of project professionals who believe that poor resource management is a significant problem in project management increased by 60% in 2019. ^[1]
• A more recent report shows that 25% of organizations do not leverage technology suitable for team collaborations on informal projects despite this consuming 20% of their productive times at work. ^[1]
• The biggest challenges to adopting agile techniques to an organization are the resistance to change (48%), lack of leadership participation (46%), and inconsistent practices across teams (45%). ^[1]
• Organizations that have low maturity on project management technology lose the budget from failed projects 42% of the time. ^[1]
• 54% of the projects of companies with low project management technology maturity go over budget. ^[1]
• 47% of agile projects are late, have budget overruns, or result in unhappy customers. ^[1]
• Furthermore, 11% of agile projects fail outright and end up delivering nothing. ^[1]
• 56% of organizations have already developed a digital transformation strategy that incorporates AI. ^[1]
• Organizations believe that the main roles of AI would be as PM assistant (52%), PM advisor (42%), and PM substitute (3%). ^[1]
• 54% of organizations leverage agile practices but are still maturing in that regard. ^[1]
• When asked which factors are the most critical to achieving success in the future, 35% of executive leaders identified organizational agility as the top factor. ^[1]
• 32% of executive leaders believe that investing in the right technologies is the biggest factor in future success. ^[1]
• 31% of executive leaders believe that learning relevant skills is the biggest factor in future success. ^[1]
• As of 2020, 59% of organizations were using Microsoft Project Online compared to 57% in 2019. ^[1]
• 22% of organizations used the appropriate resource management solution in 2020. ^[1]
• 71% of project professionals believe that the perceived value of PMOs will increase, up from 55% in 2019. ^[1]
• The top tools used for agile project management include Atlassian Jira (67%), Microsoft Excel (40%), Microsoft Azure DevOps (23%), Google Docs (19%), VersionOne (12%), and Microsoft Project (9%). ^[1]
• 70% of companies prioritize the creation of a culture that focuses on delivering customer value. ^[1]
• Why do 47% of Agile Transformations Fail?. ^[1]
• It is estimated that only 15% of project managers focus on a single project at a time. ^[16]
• It was reported in 2020 that only 35% of project managers were satisfied with the existing project management system in their organization. ^[16]
• In a survey, it was reported that only 43% of organizations successfully complete their projects within budget. ^[16]
• Research shows that projects, where organizations spend more than $1 Million, are 50% more likely to fail. ^[16]
• Project teams with a mature system generally meet 77% percent of their goals while others have a success rate of 56%. ^[16]
• Similarly, mature teams deliver 63% of their projects on time while the figure for others is at 39%. ^[16]
• A survey revealed that more than 54% of workers spend a majority of their time on tedious tasks that require no creativity and could be handled by a less expensive resource. ^[16]
• 85% of CEOs believe that AI will completely change the landscape of their organization in the next 5 years. ^[16]
• 54% of managers believe that they can save 5 hours a day by implementing AI based solutions for menial and repetitive tasks. ^[16]
• Data shows that around 60% of organizations generally use a hybrid methodology instead of committing to a single approach. ^[16]
• 37% of projects fail due to the lack of defined project objectives and milestones. ^[2]
• 55% of organizations do not have access to real. ^[2]
• 44% of projects fail due to a lack of alignment between business and project objectives. ^[2]
• 80% of organizations report that they spend at least half their time on rework. ^[2]
• 50% of projects that fail have a budget of over a million US dollars. ^[2]
• 27% of projects usually run over. ^[2]
• Only 36% of projects are completed when they are executed by low. ^[2]
• 46% of companies have come forward to accept that they do not understand the need or importance of project management. ^[2]
• 31% of companies claim a lack of a common vision is the most common reason why projects fail. ^[2]
• 41% of underperformers and 17% of champions state that the main reason why projects fail is inadequate sponsor support. ^[2]
• 47% of projects fail to meet their goals due to poor management of requirements. ^[2]
• 50% of organizations say they do have a track record of project success. ^[2]
• 75% of companies say that they lack confidence when it comes to project success. ^[2]
• 56% of companies are dissatisfied with their current level of PM maturity. ^[2]
• 38% of companies believe that the greatest barriers to success are the confusion about team roles and responsibilities. ^[2]
• 23% of organizations reported that they are always in agreement when a project is complete. ^[2]
• 20% of companies say that their IT requirements process is not the articulation of business need. ^[2]
• 87% of high performing managers believe that mature delivery capabilities can minimize risks, control costs, and increase value. ^[2]
• 45% of PMOs have clearly defined roles and responsibilities. ^[2]
• 89% of high performing companies tend to complete projects successfully. ^[2]
• 76% of high performing organizations use strategic initiatives to meet business intent and original project goals. ^[2]
• 37% of projects are almost always delivered in time. ^[2]
• 58% of organizations report more defined processes and practices as their key step to project success. ^[2]
• 45% of high performers recognize and develop their employees’ skills as required. ^[2]
• 56% of projects are bound to succeed with proper talent and change management. ^[2]
• 94% of companies agreed that project management is crucial for business growth. ^[2]
• Employee retention is expected to increase by 10% by 2020 due to organizations giving their employees the option to choose their own work style. ^[2]
• 21% of organizations use a set of standardized project management practices. ^[2]
• 55% of project managers tend to create a scope document before executing projects. ^[2]
• 28% of companies have reported using project performance techniques. ^[2]
• In the US, there was a 17% increase in project oriented jobs in the health sector. ^[2]
• 80% of federal IT projects were self described as ‘iterative’ or ‘Agile’ in 2017. ^[2]
• 25% of participating managers feel the business team is almost “always out of sync”. ^[2]
• 93% of communication service providers are using agile project management methodologies. ^[2]
• 55% of IT managers reported they have an understanding of the business objectives of their IT projects. ^[2]
• 5% of businesses claimed that project cost is the main issue faced by project managers while handling manufacturing projects. ^[2]
• 17% of IT projects fail so miserably that they could threaten the company’s existence. ^[2]
• 75% of IT executives believe their projects are doomed right from the start. ^[2]
• Only 4% of physicians have reported that they have extensive, fully functional Electronic Health Records systems. ^[2]
• IT projects with a budget of about $1 million is 50% more likely to fail as compared to projects with a budget of $350,000 or below. ^[2]
• Nearly 56% of companies have used only one project management methodology. ^[2]
• Only 11% of companies use the Agile project management methodology. ^[2]
• 71% of respondents use the Agile project management methodology more frequently than in previous years. ^[2]
• 76% of organizations believe the agile methodology will be preferred over the waterfall methodology by 2020. ^[2]
• Organizations that adopt a particular PM methodology are 28% less likely to foresee budget overruns. ^[2]
• 97% of companies believe that adopting the right project management methodology is crucial to enhance business performance. ^[2]
• 60% of project managers report they usually apply a predefined project methodology. ^[2]
• 12% of organizations invested in projects found their decision to be flawed as these projects failed due to poor performance. ^[2]
• Moving into green buildings can enhance the decision making capabilities of employees and managers by 8%. ^[2]
• 5% of employee performance is directly proportional to technological, political, or economical changes in an organization. ^[2]
• 83% of high performance organizations always invest in project management training to boost performance. ^[2]
• 90% of institutions and organizations see project management certifications as the key to ensure quality performance. ^[2]
• 56% of organizations reported they have only used one project management system. ^[2]
• 77% of organizations have defined formal processes to develop PM competency. ^[2]
• On the other hand, only 34% of underperformers offer similar training. ^[2]
• 48% of organizations have invested in accredited project management training programs. ^[2]
• 59% of organizations have invested in ongoing training for their employees on the use of project management tools and techniques. ^[2]
• Only 2% of organizations said their primary focus in the organization is on training employees. ^[2]
• 28% of organizations reported that they don’t invest in project management training. ^[2]
• 49% of organizations have a PM training program in place. ^[2]
• 57% of PMOs are hugely responsible for PM training. ^[2]
• Organizations that employ PM techniques are 28% more likely to meet their target business objectives. ^[10]
• Unfortunately, current solutions don’t meet these requirements for 73% of businesses. ^[10]
• A culture that puts project management at the top is crucial only to 46% of surveyed organizations. ^[10]
• Only 46% of organizations surveyed state that having a culture that puts the PM at the top is crucial. ^[10]
• According to recent surveys, as much as 67% of all companies that say that project management is not needed end up failing. ^[10]
• 52% – survey respondents that are somewhat unhappy with their current project management arrangements in their company. ^[10]
• According to the latest survey results, 52% of survey respondents are somewhat unhappy with the current project management arrangements in their company. ^[10]
• 80% of those surveyed state that having a project management portfolio is key to influencing the people that matter. ^[10]
• According to the results of a recent survey, as much as 35% of project managers still use Microsoft Excel to plan the resources they might need for their tasks. ^[10]
• PMI has recently conducted a survey and found out that 61% of organizations that employ project managers provide a career roadmap for their PMs, with 47% of them offering a clear way to move forward in the said roadmap. ^[10]
• According to PMI, professionals with project management certifications earn 22% more than those that don’t have any qualifications. ^[10]
• An increase of 6% in the number of project managers employed over a year is quite an interesting figure. ^[10]
• Only 37% of teams in the U.K. reported completing projects on time more often than not. ^[11]
• 73% of U.S. workers think that technology can never replace the human mind. ^[11]
• Between 2015 and 2016, the percentage of organizations using a spreadsheet to manage their Agile projects decreased from 74% to 67%. ^[11]
• 85% of firms have a PMO , up 5% from 2014. ^[11]
• Almost half (45%). ^[11]
• Managing project costs (49.5%). ^[11]
• Hitting deadlines (45.8%) and sharing information across teams (43.9%). ^[11]
• More than half (56.6%). ^[11]
• 59% of U.S. workers say communication is their team’s biggest obstacle to success, followed by accountability (29%). ^[11]
• 9.9% of every dollar is squandered due to poor project performance. ^[5]
• In the IT sector, 17% of IT projects fail so significantly that they could threaten the company’s entire existence. ^[5]
• Surprisingly, 68% of organizations use outsourced or contracted project managers to manage their projects. ^[5]
• The released project management statistics pmi show that almost 10% of every dollar spent on a project is wasted due to poor project performance. ^[5]
• The current CAGR is 6.9%, which is impressive by anyone’s standards. ^[5]
• Firstly, businesses that adopted an agile project management system grew revenue 37% faster than their non. ^[5]
• Secondly, this translates to 30% higher profit generation. ^[5]
• In the IT sector, 17% of IT projects fail so significantly that they could bankrupt the whole company. ^[5]
• 39% of projects fail due to lack of planning. ^[14]
• 77% of high performing companies understand the value of project management. ^[14]
• 40% of low performing companies understand the value of project management. ^[14]
• 60% of failed projects have a duration of less than one year. ^[14]
• Achieve project success with TeamGantt one more statistic to close out this article 90% of global senior executives and project management experts say ‘good project management is key to delivering successful results and gaining a competitive edge.’. ^[14]
• 86% of workers think they need to overhaul the way they learn, 84% believe they need to find new ways to boost productivity among their workforce, and 80% are concerned about the way they train and develop leaders within their company. ^[17]
• In 2019, 33% of companies were using freelancers or alternate solutions for IT projects .This trend will continue as more talent is needed and as competition for skilled and qualified individuals increases. ^[17]
• Projects are increasing in number and scope across all organizations – 35% finished 50 or more projects in 2018. ^[17]
• 24% of organizations start projects to create or update infrastructure, 19% do so to make strategic developments within their organization, and 13% do so to increase profits. ^[17]
• According to the World Economic Forum , one trend in the future of work, which will impact the future development of project management, is an increase in education around the world (, 2018). ^[17]
• According to WEF, 85% of respondents are expecting to further their use of big data and analytics. ^[17]
• In a study of 11 countries from a range of economic development levels, total job growth in project oriented roles is expected to be 33% overall by 2027. ^[17]
• Even worse, 54% of qualified employees with the right skills will need training and upskilling by the year 2024. ^[17]
• 41% of companies use some type of automation comprehensively .Project managers should be well versed in automation for things like email reminders about upcoming meetings or notifications about deadlines. ^[17]
• Companies are certain that use of new technology will increase in the future of project management –64% think robotics will be used more and 81% think AI will be used more. ^[17]
• 84% of respondents in one survey who agreed that new technology would require more training also stated that they are planning to boost financing for training. ^[17]
• Worldwide, only 8% of respondents in one survey use AI in their projects. ^[17]
• What’s more, 56% of companies in one study stated that they had no way to view project KPIs and analytics in real time, and 43% spent 1 or more days creatingproject reportsmanually. ^[17]
• Almost 50% of organizations are worried that by 2024, automation will decrease their employee count, but 38% of companies are expecting to expand with more employees in roles designed to increase productivity. ^[17]
• 47% of companies use agile approaches in their project process . ^[17]
• 95% of companies have completed at least some projects successfully using an agile project management approach. ^[17]
• an unexpected benefit.64% of companies noted that agile improved overall team morale. ^[17]
• 81% of organizations review budget throughout a project, and 83% review changes in time and cost throughout a project .This will increase, as will the frequency of reviews as project managers adapt to changing budgets, timelines, and needs. ^[17]
• 40% of companies have a central project management office, but within the past two years 30% of companies removed this office. ^[17]
• In IT projects, 75% of respondents in one survey stated that they believe that projects are often “doomed right from the start” .When project managers don’t believe in a project, their teams won’t either. ^[17]
• One major one –only 23% of respondents in one survey stated that project managers and stakeholders always agree on whether a project has been completed .One way to solve this is to define project objectives at the beginning of the project. ^[17]
• 58% of companies believe project success, as measured by meeting stakeholder needs, is increasing .This will help project managers prove their value and the value of their projects to organizations. ^[17]
• –66% of companies believe that project managers within the company have a positive reputation. ^[17]
• 50% of all Project Management Offices close within just three yearsKeyedIN). ^[12]
• Barely over half (56%). ^[12]
• An astounding 97% of organizations believe project management is critical to business performance and organizational success. ^[12]
• 80% of project management executives don’t know how their projects align with their company’s business strategy. ^[12]
• 33% of projects fail because of a lack of involvement from senior management. ^[12]
• Project managers were 13% less likely to use story mapping tools in 2014 than in 2013. ^[12]
• 75% of IT executives believe their projects are “doomed from the start.”. ^[12]
• High performing organizations successfully complete 89% of their projects, while low performers complete only 36%. ^[12]
• 63% of companies defer to executives to decide when to eliminate or put off a project. ^[12]
• 20.49% of organizations have a project management training program in place. ^[12]
• 70% of organisations have at least one failed project behind them. ^[6]
• Only 23% of organisations use fully standardised project management practices. ^[6]
• Agile organisations have approximately a 70% chance to be in the top quartile. ^[6]
• Agile methodology projects have a 64% success rate. ^[6]
• Gartner confirms that 85% of organisations are adopting or have already adopted a product. ^[6]
• KPMG conducted research for several years in a row, showing that about 58% of organisations understand the value proper project management brings to a company. ^[6]
• Notably, 32% of businesses reported change management practices were crucial and effective to organisational success. ^[6]
• According to project management stats, just 23% of organisations use standardised practices across the entire organisation. ^[6]
• On the other hand, 33% use them in most departments, and 38% use them but in some departments only. ^[6]
• Notably, 7% don’t use any standardised practices at all. ^[6]
• For instance, as a result of new trends in project management, the health sector in the US registered a 17% increase in hiring project management. ^[6]
• Project management industry trends in the last decade show that the EU spent €440 million on gas projects, which have already or will most likely fail. ^[6]
• Agile organisations have approximately a 70% chance to be in the top quartile of organisational health. ^[6]
• Agile represents a good contrast to the more traditional, waterfall model where development teams report a 49% success rate. ^[6]
• Around 27.4% of manufacturing companies use the agile method in project management. ^[6]
• Despite the latest project management facts released by Gartner, it doesn’t mean that each of the 85% of organisations has fully adopted this model. ^[6]
• Instead, 40% use this model, and the rest are slowly migrating. ^[6]
• Notably, some projects require a more traditional approach, resulting in 32% of organisations planning to integrate hybrid solutions to their approach. ^[6]
• This methodology reduces the focus from operational tasks and management by 45% and lends additional focus to employee management. ^[6]
• Based on one study, around 42% of organisations think it can be a good project management advisor, while only 3% believe it can totally substitute PMs. ^[6]
• Considering there are around 2.13 million full time equivalent workers in project management, they make up around 7.9% of the total workforce. ^[6]
• This percentage of workers contributes to 8.9% of the total GVA in the UK. ^[6]
• However, as a general rule of thumb, 20% of a project’s allotted time is spent on project management. ^[6]
• Project management statistics show that while not all projects completely fail, 50% of companies state that they regularly do not meet their desired deliverables for a project. ^[6]
• 95% of people feel that having a list of tasks to do each day is good for their mental health, and 96% of people feel that it makes them more efficient and productive. ^[13]
• Out of those who don’t create a daily to—do list, 90% say they either ‘occasionally’ or ‘regularly’ miss or forget tasks. ^[13]
• This is validated by the fact that 94% of people feel that having a good view of what their teammates are working on improves productivity and efficiency in a business. ^[13]
• However, this is where it gets interesting less than half (42%). ^[13]
• 92% of people say they believe collaboration with their teammates could be improved. ^[13]
• 16% of people say they ‘always’ hit their deadlines. ^[13]
• Remarkably, in the survey, it emerged that 15% of businesses which actually bill clients according to time spent on projects don’t actually track that time at all. ^[13]
• Where businesses DO track time spent on projects, only 13% believe it’s tracked ‘extremely accurately’ with 35% saying it’s not tracked very accurately at all. ^[13]
• 60% of people who DO track time spent on projects say they don’t retrospectively use this data to identify efficiency in their projects. ^[13]
• Their research found that only 9% of. ^[7]
• Our research showed that 10% of project managers are using Thirty seven percent of respondents have considered leaving project management in the last year. ^[7]
• In the group identifying as having ‘some experience’, 41% have considered or seriously considered leaving. ^[7]
• It’s a little less for those identifying as ‘experienced’, as only 35% of that group had considered or seriously considered ditching the job. ^[7]
• Overall, 63% of all respondents said they hadn’t thought about leaving project management. ^[7]
• Over 20% of survey respondents said that was their goal for the next 12 months. ^[7]
• Within this group, 52% are managing between 2 and 5 projects. ^[7]
• One in five said they were looking for roles outside their current company, and 19% said getting promoted within their existing firm was top priority for them. ^[7]
• Within the group looking for promotion, 64% are managing between 2 and 5 projects. ^[7]
• The top 5 career goals for project managers are Get certified 21%. ^[7]
• Get a new job outside of my current company 20% Get promoted within my company 19% Work on bigger projects. ^[7]
• 17% Deliver high quality projects 7%. ^[7]
• Within the group that said they want to work on bigger projects, 64% are managing between 2 and 5 projects – perhaps a sign that they’d rather have a workload of fewer, more significant projects. ^[7]
• PMI’s Pulse of the Profession 2020 statistics show that only 47% of organizations have a defined career path for project managers. ^[7]
• The Arras People Project Management Benchmark report for 2020 says that around 50% of UK employees joined their current organization in 2016 or earlier and that 22% of project professionals changed employment in 2019. ^[7]
• Nearly 60% of project managers are running between two and five projects. ^[7]
• A small group – 11% – are running six to ten projects and 15% run more than 10 projects. ^[7]
• 81% of project managers identifying as ‘not experienced’ are managing two to five projects. ^[7]
• More experienced project managers than the other two groups are running over 10 projects 22% of experienced PMs have over 10 projects on the go. ^[7]
• Nearly 40% of project teams are made up of 6 to 10 people. ^[7]
• Nearly 80% of experienced professionals run teams of over 6 people, with 39% leading teams larger than 10 people. ^[7]
• Individuals who identify as having low project management experience run more smaller teams 55% of ‘not experienced’ project managers lead teams of under 5 people. ^[7]
• Note that the figures on this graph don’t add up to 100% as this was a free text field. ^[7]
• The two next categories both involve the team 11% wished they could get rid of the overhead of meetings and a further 11% said chasing the team for updates was top of the list of things they wanted to ditch. ^[7]
• 80% of “high performing” projects are led by a certified project manager. ^[3]
• [8] 89% of high performing organizations value project management, 81% actively engage sponsors, 57% align projects with business strategy. ^[3]
• [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%. ^[3]
• [12] 59% say either most departments or their entire organization uses standard project management practices. ^[3]
• [6] Organizations that use a methodology 38% meet budget. ^[3]
• 26% do not use a standard methodology. ^[3]
• 8% use a combination of methods 4% use an in house method to manage projects 3% use PRINCE2. ^[3]
• [4] Having a knowledge transfer process in place boosts the chance of project success by over 20%. ^[3]
• [6] More than 90% of organizations perform some type of project postmortem or closeout retrospective. ^[3]
• [9] 64% of organizations say they frequently conduct risk management. ^[3]
• [6] 30% of project managers break up large projects into smaller segments, with deliverables and evaluations at the end of each segment. ^[3]
• 48% say the team’s technical skills 41% say executive support 26% say effective team communication. ^[3]
• 19% say Agile techniques 17% say the leadership of certified Project Managers 12% say effective soft skills among staff. ^[3]
• [5] 38% of organizations report using agile frequently. ^[3]
• [6] 75% of highly agile organizations met their goals/business intent, 65% finished on time, and 67% finished within budget. ^[3]
• Compared to organizations with low agility, where only 56% met their business goals, 40% finished on time, and 45% finished within budget. ^[3]
• [12] Agile organizations grow revenue 37% faster and generate 30% higher profits than non. ^[3]
• 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. ^[3]
• In the U.S, Project Management Professional ® certified project managers make an average of 16% more than their non credentialed peers in 2011. ^[3]
• [6] 61% of project management practitioners say their organization currently offers ongoing project management training for staff. ^[3]
• [6] PM Certification by Department37% say their entire IT department is. ^[3]
• Classroom setting –28%Online selfpaced course –24%Online situational sessions –18%Paperbased self studies –16%All of the above –13%Other. ^[3]
• –1%[4] Number of PMI Certified Project Managers. ^[3]
• [10] Popular Tools for Managing IT Projects70% use status reports68% use the project plan documentation63% use spreadsheets53. ^[3]
• level31% use communication templates25% use quality assessments21% use realtime status dashboards20% use a homegrown/in house solution18% use word processing documents10% useearned value management. ^[3]
• [11] An expected 12% growth in demand for project management professionals will result in almost 6.2 million jobs by 2020. ^[3]
• [11] The healthcare industry is projected to increase project management roles by 30% — a higher growth rate than any current project intensive industry. ^[3]
• [11] Estimated ProjectOriented Job Openings 2010. ^[3]
• [11] 83% of project organizations reported that they were understaffed at some level. ^[3]
• 44% of the reported shortages were for senior. ^[3]
• 89.4% report that it is either very difficult or somewhat difficult to find senior. ^[3]
• [7] The average large IT project runs 45% over budget, 7% over time, and delivers 56% less value than expected. ^[3]
• [6] One in six IT projects has an average cost overrun of 200% and a schedule overrun of 70%. ^[3]
• [1] Nearly 45% admit they’re unclear on the business objectives of their IT projects. ^[3]
• [3] Only 34% of respondents say IT projects almost always deliver value to the business. ^[3]
• 21% say they sometimes deliver value, and 41% say results are mixed. ^[3]
• [5] 78% said their project requirements are usually or always out of sync with the business. ^[3]
• [3] 75% of IT project leaders believe their projects are “doomed from the start.”. ^[3]
• [3] 17% of large IT projects go so badly they threaten the existence of the company.[2]. ^[3]
• Only 47% say their teams achieve 70 89% of their goals. ^[3]
• Nearly 20% say they only achieve 50 69% of their goals. ^[3]
• [3] 80% of teams say they spend at least half their time reworking completed tasks. ^[3]
• [3] Barriers to Success38% cite confusion around team roles and responsibilities.31% point to being unclear or disagreeing on what constitutes project success.77%. ^[3]
• Portfolio Project Management 53% of respondents say they have a project portfolio management process in place. ^[3]
• The number of firms with a PPM process in place grew from 64% in 2003 to 71% in 2013. ^[3]
• 26% of firms say they get a 25% or greater ROI from implementing PPM processes. ^[3]
• How Companies Prioritize Projects18% say strategic alignment14% say expected. ^[3]
• Portfolio tracking & performance monitoring – 75%Portfolio oversight –68%Portfolio planning,resource allocation, and schedule –. ^[3]
• 66%Portfolio analysis, project selection, & prioritization –65%PPM process implementation & management –61%[13]. ^[3]
• Top 5 PPM PrioritiesImproveresource planning & forecasting – 65%Implement. ^[3]
• /enhance reporting, analytics, & dashboard tools –62%Implement/enhance PPM processes –53%Implementdemand management/capacity planning processes – 42%Implement/enhance performance measurement process –. ^[3]
• [4] 55% of organizations surveyed review project portfolios monthly, 23% review them quarterly. ^[3]
• [13] PMO Popularity by Company Size61% of small organizations (88% of midsize companies ($100M $1B). ^[3]
• Number of companies with a PMO has grown from 47% to 80% from 2000. ^[3]
• 30% of companies currently without a PMO plan to start one in the coming year. ^[3]
• [16] Benefits of High Performing PMOs [16] 49% of PMOs provide project management training. ^[3]
• 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. ^[3]
• [6] 70% of companies report having at least one failed project in the last year. ^[3]
• [12] High performing organizations successfully complete 89% of projects, while low performers only complete 36% successfully. ^[3]
• [15] 60% of companies don’t measure ROI on projects. ^[3]
• [15] Average Project Success Rates [9] Average % of features delivered – 69%Average cost overrun – Average time overrun – [9] Small Projects VS. ^[3]
• Small Projects 76% are successful. ^[3]
• Large Projects 10% are successful 52% are challenged. ^[3]
• [9] Large projects are twice as likely to be late, over budget, and missing critical features than small projects. ^[3]
• 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. ^[3]
• [12] 68% of projects don’t have an effective project sponsor to provide clear direction or help address problems. ^[3]
• 64% successfully met original goals/business objectives 62% were supported by active project sponsors 55% finished within budget. ^[3]
• Only 56% of strategic initiatives meet their original goals and business intent. ^[3]
• [12] 44% of strategic initiatives were reported as unsuccessful. ^[3]
• Over 25% of companies don’t conduct a strategic review to identify how a proposed project will benefit the business. ^[3]
• [15] 60% of companies don’t consistently align projects with business strategy. ^[3]

I know you want to use Project Management Software, thus we made this list of best Project Management Software. We also wrote about how to learn Project Management Software and how to install Project Management Software. Recently we wrote how to uninstall Project Management Software for newbie users. Don’t forgot to check latest Project Management statistics of 2024.

Reference

1. workamajig – https://www.workamajig.com/blog/project-management-statistics.
2. financesonline – https://financesonline.com/35-essential-project-management-statistics-analysis-of-trends-data-and-market-share/.
3. proprofsproject – https://www.proprofsproject.com/blog/project-management-statistics/.
4. wrike – https://www.wrike.com/blog/complete-collection-project-management-statistics-2015/.
5. teamstage – https://teamstage.io/project-management-statistics/.
6. goremotely – https://goremotely.net/blog/project-management-statistics/.
7. thecircularboard – https://thecircularboard.com/project-management-statistics/.
8. rebelsguidetopm – https://rebelsguidetopm.com/project-management-statistics/.
9. saaslist – https://saaslist.com/blog/project-management-statistics/.
10. hive – https://hive.com/blog/project-management-statistics/.
11. adamenfroy – https://www.adamenfroy.com/project-management-statistics.
12. capterra – https://blog.capterra.com/10-need-to-know-project-management-statistics-for-2018/.
13. capterra – https://blog.capterra.com/surprising-project-management-statistics/.
14. hubspot – https://blog.hubspot.com/marketing/project-management-data.
15. teamgantt – https://www.teamgantt.com/blog/seven-shocking-project-management-statistics-and-lessons-we-should-learn.
16. monday – https://monday.com/blog/project-management/project-management-statistics/.
17. kissflow – https://kissflow.com/project/project-management-statistics/.
18. projectmanagernews – https://projectmanagernews.com/news/top-news/project-management-stats-future-of-project-management/.

How Useful is Project Management

Project management provides a structured framework for coordinating and managing resources, timelines, and budgets to ensure that projects are completed on time and within budget. Without project management processes in place, projects can easily spiral out of control, resulting in missed deadlines, cost overruns, and decreased quality of work. Project management helps keep projects on track and ensures that all stakeholders are on the same page.

One of the key benefits of project management is its ability to improve communication and collaboration among team members. By establishing clear roles and responsibilities, setting achievable goals, and defining project milestones, project managers can keep team members focused and accountable. Regular status meetings, progress reports, and feedback sessions help keep everyone aligned and ensure that any issues or roadblocks are promptly addressed.

Furthermore, project management enables organizations to adapt to changing circumstances and priorities. In today’s dynamic business environment, new opportunities and challenges can arise at any time. With a solid project management framework in place, organizations can quickly pivot and adjust their resources and priorities to ensure that projects remain on track and aligned with business objectives.

Project management also helps organizations identify and mitigate risks associated with project execution. By conducting thorough risk assessments, project managers can proactively identify potential issues and develop contingency plans to address them. This proactive approach can help minimize disruptions and ensure that projects are finished on time and within budget.

Moreover, project management encourages a culture of accountability and continuous improvement within organizations. By setting clear performance indicators and regularly monitoring progress, organizations can identify areas for improvement and implement corrective actions as needed. This continuous feedback loop fosters a culture of learning and growth, enabling organizations to become more efficient and effective in their project execution.

In conclusion, project management is a critical tool for organizations looking to achieve their goals and drive success. By providing a structured framework for planning, executing, and monitoring projects, project management helps organizations stay on track, communicate effectively, adapt to change, and mitigate risks. Ultimately, effective project management is essential for organizations to thrive in today’s competitive business landscape.

In Conclusion

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