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Background

As the research data proves, most projects today fail to meet their goals. They either do not meet time and budget goals, do not meet their business objectives, or both. In their struggle to improve the project activity, organizations try to use numerous, mostly traditional ways: better training, improved processes, PMOs, maturity models, improved reporting and communication techniques, etc. Yet there is a limit to how much you can improve by just focusing on improved processes and efficiency. With time, at least conceptually, it seems that most organizations will exhaust the marginal improvement of processes. In their search for better competitiveness, organizations will have to move toward a more strategic project management world. This is the subject of this research, which was initiated and supported by PMI’s Research Department.

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