2018 Research Highlights by Industry and Region

10th Global Project Management Survey

Few jobs look the same today as they did even five years ago. The march of digital disruption continues in full force,
with new technology and business models continually altering the landscape of business and how work gets done.
These changes to business practices, requirements, and expectations are transforming the project management
profession. Success in this evolving environment is greater when armed with the latest research and insights.

Our 2018 Pulse of the Profession® study reinforces that excellence in project
management delivers results. Organizations that invest in proven project
management practices, experience greater success than their underper-
forming counterparts.
Conducted since 2006, PMI’s Pulse of the Profession is the global survey of
project management practitioners. The Pulse charts the major trends for
project management now and in the future. It features original market
research that reports feedback and insights from project, program, and
portfolio managers, along with an analysis of third-party data.
The 2018 edition highlights feedback and insights from 4,455 project
management professionals, 447 senior executives, and 800 PMO direc-
tors from a range of industries including government, construction,
energy, financial services, healthcare, information technology (IT),
manufacturing and telecom. Respondents span Asia Pacific, Australia,
Brazil, Canada, China, EMEA, Europe, India, Latin America, Middle East,
North America, and UK.
The following industry and regional highlights provide a comparison to
the global total. The full report can be accessed on PMI.org/Pulse.

STRATEGIC CHANGE HAPPENS THROUGH PROJECTS

The report strives to advance the conversation around the critical need for project management. Over the past decade we
have identified a number of global trends to help improve project success. Since 2013, we have seen a 27% decrease in the Organizational change
amount of money organizations are wasting due to poor project performance (9.9% of every dollar invested, down from happens through
13.5% in 2013). Organizations are able to reinvest that savings into other areas to enable them to move faster, produce
more, and achieve greater success. projects and programs.

Our findings reinforce that all strategic change happens through projects and programs. And, organizations who recognize The pace and scope
the critical importance of project management, those we classify as champions, are using projects to propel their success. of change underscore
We see that champions also continue to mature their project talent, project capabilities, and culture. Because of this, they
have higher project success rates (92% versus 32% of underperformers), enjoy more successful business outcomes, and the need for excellence
waste significantly less money due to poor project performance. in project management.
In the end, champion organizations ensure their project and program managers have the right skills to drive and navigate
change in this dynamic environment while ensuring that those changes are strategically aligned to business goals.

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 2018 Research Highlights by Industry and Region
10th Global Project Management Survey

TOP DRIVERS OF PROJECT SUCCESS PERFORMANCE LEVELS

Champion organizations realize the right project, program, and portfolio management practices
give them a competitive edge. But there’s always more that can—and should—be done. For the The traditional measures of scope, time, and cost
past six years, we have been conducting additional research to determine which factors have the are essential but no longer sufficient in today’s
most impact on project success. Based on a rigorous statistical analysis, three things rise to the competitive environment. The ability of projects
top when it comes to helping organizations save millions of dollars: to deliver what they set out to do—the expected
business benefits—is what organizations need.
1. Investing in actively engaged executive sponsors When determining project success, we look at
2. Avoiding scope creep or uncontrolled changes to a project’s scope levels of benefits realization maturity as well as
3. Maturing value delivery capabilities the traditional measures. Through this lens, we
identified performance levels among responding
Read more about these drivers in the 2018 Pulse on PMI.org/Pulse. organizations:

CHAMPIONS:
NEW WAYS TO WORK Organizations with 80% or more of projects
being completed on time, on budget, meeting
We have been analyzing, studying, and researching the project manage- business intent, and having high benefits
ment profession for decades and have identified a number of trends. This realization maturity.
year, as we celebrate our 10th edition of the Pulse, we have spent a lot of
time discussing and thinking about the future and new ways of working. We
see an evolution from best practices to “next” practices that encompass UNDERPERFORMERS:
what is likely to come in the next few years.
Organizations with 60% or fewer projects
being completed on time, on budget,
Access the Pulse on PMI.org/Pulse to gain perspective on the trends that
meeting business intent, and having low
are changing the value delivery landscape, how project practitioners are
benefits realization maturity.
adapting, and how organizations are responding.

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 2018 Government Comparison
10th Global Project Management Survey

Global Total Government

TALENT
Percentage of organizations with a process to develop project manager competency 45% 45%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 58%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 32%
Percentage of organizations with a formal knowledge transfer process 47% 38%
Percentage of organizations where development of technical skills is a high priority 41% 34%
Percentage of organizations where development of leadership skills is a high priority 39% 31%
Percentage of organizations where development of business skills is a high priority 34% 23%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 71%
Percentage of organizations with a PMO that is an EPMO 49% 51%
Percentage of organizations with high alignment of the EPMO to strategy 41% 34%
Percentage of organizations that use standardized project management practices throughout the organization 23% 21%
Percentage of organizations with a formal process to mature project management practices 45% 36%
Percentage of organizations with high project management maturity 39% 33%
Percentage of organizations with high program management maturity 33% 28%
Percentage of projects using hybrid/blended project management approaches 23% 24%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 52%
Percentage of organizations with high portfolio management maturity 30% 26%
Percentage of projects with active sponsors 62% 63%
Percentage of organizations with high alignment of projects to organizational strategy 65% 60%
Percentage of organizations with high organizational agility 28% 17%
Percentage of organizations with high benefits realization maturity 32% 28%
Percentage of organizations where creating a culture that values project management is a high priority 37% 34%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 28%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 35%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 22%
quick adaptation to changing market conditions is a high priority

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 2018 Government Comparison Back to top
10th Global Project Management Survey

Global Total Government

PROJECT PERFORMANCE Organizations in Government
Percentage of projects meeting goals and business intent 69% 68% waste an average of 8.3%
Percentage of projects completed on time 52% 48% invested in projects due to
Percentage of projects completed within budget 57% 55% poor project performance,
compared to the global
Percentage of projects with scope creep 52% 55%
average of 9.9%*.
Percentage of projects deemed failures 15% 13%
Percentage of project budget lost if a project fails 32% 26%

DOLLARS WASTED
Dollars wasted* $99M on $83M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 6%
12% 14%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change change in
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org org
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities priorities
39% 42%

4
 2018 Construction Comparison
10th Global Project Management Survey

Global Total Construction

TALENT
Percentage of organizations with a process to develop project manager competency 45% 47%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 60%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 44%
Percentage of organizations with a formal knowledge transfer process 47% 51%
Percentage of organizations where development of technical skills is a high priority 41% 47%
Percentage of organizations where development of leadership skills is a high priority 39% 45%
Percentage of organizations where development of business skills is a high priority 34% 42%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 60%
Percentage of organizations with a PMO that is an EPMO 49% 41%
Percentage of organizations with high alignment of the EPMO to strategy 41% 44%
Percentage of organizations that use standardized project management practices throughout the organization 23% 28%
Percentage of organizations with a formal process to mature project management practices 45% 43%
Percentage of organizations with high project management maturity 39% 38%
Percentage of organizations with high program management maturity 33% 31%
Percentage of projects using hybrid/blended project management approaches 23% 21%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 61%
Percentage of organizations with high portfolio management maturity 30% 32%
Percentage of projects with active sponsors 62% 62%
Percentage of organizations with high alignment of projects to organizational strategy 65% 62%
Percentage of organizations with high organizational agility 28% 28%
Percentage of organizations with high benefits realization maturity 32% 33%
Percentage of organizations where creating a culture that values project management is a high priority 37% 43%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 35%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 37%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 33%
quick adaptation to changing market conditions is a high priority

5
 2018 Construction Comparison Back to top
10th Global Project Management Survey

Global Total Construction

PROJECT PERFORMANCE Organizations in
Percentage of projects meeting goals and business intent 69% 69% Construction waste an
Percentage of projects completed on time 52% 53% average of 8.6% invested in
Percentage of projects completed within budget 57% 56% projects due to poor project
performance, compared to
Percentage of projects with scope creep 52% 50%
the global average of 9.9%*.
Percentage of projects deemed failures 15% 16%
Percentage of project budget lost if a project fails 32% 28%

DOLLARS WASTED
Dollars wasted* $99M on $86M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 9%
12% 8%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change inacurrate
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org cost
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities estimates
39% 42%

6
 2018 Energy Comparison
10th Global Project Management Survey

Global Total Energy

TALENT
Percentage of organizations with a process to develop project manager competency 45% 44%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 62%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 44%
Percentage of organizations with a formal knowledge transfer process 47% 49%
Percentage of organizations where development of technical skills is a high priority 41% 39%
Percentage of organizations where development of leadership skills is a high priority 39% 34%
Percentage of organizations where development of business skills is a high priority 34% 35%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 72%
Percentage of organizations with a PMO that is an EPMO 49% 50%
Percentage of organizations with high alignment of the EPMO to strategy 41% 33%
Percentage of organizations that use standardized project management practices throughout the organization 23% 25%
Percentage of organizations with a formal process to mature project management practices 45% 52%
Percentage of organizations with high project management maturity 39% 43%
Percentage of organizations with high program management maturity 33% 32%
Percentage of projects using hybrid/blended project management approaches 23% 23%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 58%
Percentage of organizations with high portfolio management maturity 30% 33%
Percentage of projects with active sponsors 62% 63%
Percentage of organizations with high alignment of projects to organizational strategy 65% 64%
Percentage of organizations with high organizational agility 28% 28%
Percentage of organizations with high benefits realization maturity 32% 35%
Percentage of organizations where creating a culture that values project management is a high priority 37% 35%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 37%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 39%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 30%
quick adaptation to changing market conditions is a high priority

7
 2018 Energy Comparison Back to top
10th Global Project Management Survey

Global Total Energy

PROJECT PERFORMANCE Organizations in Energy
Percentage of projects meeting goals and business intent 69% 70% waste an average of 10.0%
Percentage of projects completed on time 52% 54% invested in projects due to
Percentage of projects completed within budget 57% 57% poor project performance,
compared to the global
Percentage of projects with scope creep 52% 49%
average of 9.9%*.
Percentage of projects deemed failures 15% 15%
Percentage of project budget lost if a project fails 32% 34%

DOLLARS WASTED
Dollars wasted* $99M on $100M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 8%
12% 10%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change change in
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org org
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities priorities
39% 36%

8
 2018 Financial Services Comparison
10th Global Project Management Survey

Financial
Global Total Services
TALENT
Percentage of organizations with a process to develop project manager competency 45% 51%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 67%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 48%
Percentage of organizations with a formal knowledge transfer process 47% 50%
Percentage of organizations where development of technical skills is a high priority 41% 43%
Percentage of organizations where development of leadership skills is a high priority 39% 43%
Percentage of organizations where development of business skills is a high priority 34% 43%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 83%
Percentage of organizations with a PMO that is an EPMO 49% 60%
Percentage of organizations with high alignment of the EPMO to strategy 41% 42%
Percentage of organizations that use standardized project management practices throughout the organization 23% 27%
Percentage of organizations with a formal process to mature project management practices 45% 54%
Percentage of organizations with high project management maturity 39% 48%
Percentage of organizations with high program management maturity 33% 37%
Percentage of projects using hybrid/blended project management approaches 23% 22%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 64%
Percentage of organizations with high portfolio management maturity 30% 39%
Percentage of projects with active sponsors 62% 64%
Percentage of organizations with high alignment of projects to organizational strategy 65% 70%
Percentage of organizations with high organizational agility 28% 25%
Percentage of organizations with high benefits realization maturity 32% 31%
Percentage of organizations where creating a culture that values project management is a high priority 37% 40%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 48%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 48%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 35%
quick adaptation to changing market conditions is a high priority

9
 2018 Financial Services Comparison Back to top
10th Global Project Management Survey

Financial
Global Total Services
PROJECT PERFORMANCE Organizations in Financial
Percentage of projects meeting goals and business intent 69% 68% Services waste an average of
Percentage of projects completed on time 52% 50% 10.6% invested in projects
Percentage of projects completed within budget 57% 56% due to poor project
performance, compared to
Percentage of projects with scope creep 52% 53%
the global average of 9.9%*.
Percentage of projects deemed failures 15% 14%
Percentage of project budget lost if a project fails 32% 33%

DOLLARS WASTED
Dollars wasted* $99M on $106M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 7%
12% 14%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change change in
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org org
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities priorities
39% 50%

10
 2018 Healthcare Comparison
10th Global Project Management Survey

Global Total Healthcare

TALENT
Percentage of organizations with a process to develop project manager competency 45% 33%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 53%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 38%
Percentage of organizations with a formal knowledge transfer process 47% 37%
Percentage of organizations where development of technical skills is a high priority 41% 33%
Percentage of organizations where development of leadership skills is a high priority 39% 37%
Percentage of organizations where development of business skills is a high priority 34% 30%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 69%
Percentage of organizations with a PMO that is an EPMO 49% 53%
Percentage of organizations with high alignment of the EPMO to strategy 41% 49%
Percentage of organizations that use standardized project management practices throughout the organization 23% 19%
Percentage of organizations with a formal process to mature project management practices 45% 35%
Percentage of organizations with high project management maturity 39% 37%
Percentage of organizations with high program management maturity 33% 33%
Percentage of projects using hybrid/blended project management approaches 23% 27%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 49%
Percentage of organizations with high portfolio management maturity 30% 28%
Percentage of projects with active sponsors 62% 66%
Percentage of organizations with high alignment of projects to organizational strategy 65% 66%
Percentage of organizations with high organizational agility 28% 25%
Percentage of organizations with high benefits realization maturity 32% 32%
Percentage of organizations where creating a culture that values project management is a high priority 37% 36%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 38%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 37%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 30%
quick adaptation to changing market conditions is a high priority

11
 2018 Research Highlights and Healthcare Comparison Back to top
10th Global Project Management Survey

Global Total Healthcare

PROJECT PERFORMANCE Organizations in Healthcare
Percentage of projects meeting goals and business intent 69% 68% waste an average of 10.9%
Percentage of projects completed on time 52% 51% invested in projects due to
Percentage of projects completed within budget 57% 57% poor project performance,
compared to the global
Percentage of projects with scope creep 52% 58%
average of 9.9%*.
Percentage of projects deemed failures 15% 13%
Percentage of project budget lost if a project fails 32% 34%

DOLLARS WASTED
Dollars wasted* $99M on $109M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 6%
12% 15%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change change in
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org org
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities priorities
39% 44%

12
 2018 IT Comparison
10th Global Project Management Survey

Global Total IT
TALENT
Percentage of organizations with a process to develop project manager competency 45% 55%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 64%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 55%
Percentage of organizations with a formal knowledge transfer process 47% 59%
Percentage of organizations where development of technical skills is a high priority 41% 53%
Percentage of organizations where development of leadership skills is a high priority 39% 47%
Percentage of organizations where development of business skills is a high priority 34% 44%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 68%
Percentage of organizations with a PMO that is an EPMO 49% 47%
Percentage of organizations with high alignment of the EPMO to strategy 41% 37%
Percentage of organizations that use standardized project management practices throughout the organization 23% 26%
Percentage of organizations with a formal process to mature project management practices 45% 54%
Percentage of organizations with high project management maturity 39% 46%
Percentage of organizations with high program management maturity 33% 39%
Percentage of projects using hybrid/blended project management approaches 23% 24%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 68%
Percentage of organizations with high portfolio management maturity 30% 34%
Percentage of projects with active sponsors 62% 64%
Percentage of organizations with high alignment of projects to organizational strategy 65% 68%
Percentage of organizations with high organizational agility 28% 39%
Percentage of organizations with high benefits realization maturity 32% 38%
Percentage of organizations where creating a culture that values project management is a high priority 37% 46%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 48%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 50%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 39%
quick adaptation to changing market conditions is a high priority

13
 2018 IT Comparison Back to top
10th Global Project Management Survey

Global Total IT
PROJECT PERFORMANCE Organizations in IT
Percentage of projects meeting goals and business intent 69% 70% waste an average of 9.0%
Percentage of projects completed on time 52% 56% invested in projects due to
Percentage of projects completed within budget 57% 60% poor project performance,
compared to the global
Percentage of projects with scope creep 52% 50%
average of 9.9%*.
Percentage of projects deemed failures 15% 14%
Percentage of project budget lost if a project fails 32% 30%

DOLLARS WASTED
Dollars wasted* $99M on $90M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 9%
12% 9%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change change in
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org project
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities objectives
39% 40%

14
 2018 Manufacturing Comparison
10th Global Project Management Survey

Global Total Manufacturing

TALENT
Percentage of organizations with a process to develop project manager competency 45% 45%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 53%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 40%
Percentage of organizations with a formal knowledge transfer process 47% 44%
Percentage of organizations where development of technical skills is a high priority 41% 39%
Percentage of organizations where development of leadership skills is a high priority 39% 38%
Percentage of organizations where development of business skills is a high priority 34% 29%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 61%
Percentage of organizations with a PMO that is an EPMO 49% 48%
Percentage of organizations with high alignment of the EPMO to strategy 41% 41%
Percentage of organizations that use standardized project management practices throughout the organization 23% 19%
Percentage of organizations with a formal process to mature project management practices 45% 47%
Percentage of organizations with high project management maturity 39% 32%
Percentage of organizations with high program management maturity 33% 28%
Percentage of projects using hybrid/blended project management approaches 23% 25%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 48%
Percentage of organizations with high portfolio management maturity 30% 26%
Percentage of projects with active sponsors 62% 60%
Percentage of organizations with high alignment of projects to organizational strategy 65% 58%
Percentage of organizations with high organizational agility 28% 24%
Percentage of organizations with high benefits realization maturity 32% 30%
Percentage of organizations where creating a culture that values project management is a high priority 37% 33%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 36%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 36%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 30%
quick adaptation to changing market conditions is a high priority

15
 2018 Manufacturing Comparison Back to top
10th Global Project Management Survey

Global Total Manufacturing

PROJECT PERFORMANCE Organizations in
Percentage of projects meeting goals and business intent 69% 66% Manufacturing waste an
Percentage of projects completed on time 52% 49% average of 11.8% invested in
Percentage of projects completed within budget 57% 56% projects due to poor project
performance, compared to
Percentage of projects with scope creep 52% 52%
the global average of 9.9%*.
Percentage of projects deemed failures 15% 16%
Percentage of project budget lost if a project fails 32% 35%

DOLLARS WASTED
Dollars wasted* $99M on $118M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 7%
12% 15%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change change in
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org project
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities objectives
39% 37%

16
 2018 Telecom Comparison
10th Global Project Management Survey

Global Total Telecom

TALENT
Percentage of organizations with a process to develop project manager competency 45% 56%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 63%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 51%
Percentage of organizations with a formal knowledge transfer process 47% 54%
Percentage of organizations where development of technical skills is a high priority 41% 40%
Percentage of organizations where development of leadership skills is a high priority 39% 39%
Percentage of organizations where development of business skills is a high priority 34% 36%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 78%
Percentage of organizations with a PMO that is an EPMO 49% 40%
Percentage of organizations with high alignment of the EPMO to strategy 41% 38%
Percentage of organizations that use standardized project management practices throughout the organization 23% 27%
Percentage of organizations with a formal process to mature project management practices 45% 53%
Percentage of organizations with high project management maturity 39% 51%
Percentage of organizations with high program management maturity 33% 42%
Percentage of projects using hybrid/blended project management approaches 23% 23%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 65%
Percentage of organizations with high portfolio management maturity 30% 34%
Percentage of projects with active sponsors 62% 59%
Percentage of organizations with high alignment of projects to organizational strategy 65% 70%
Percentage of organizations with high organizational agility 28% 28%
Percentage of organizations with high benefits realization maturity 32% 38%
Percentage of organizations where creating a culture that values project management is a high priority 37% 38%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 44%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 42%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 37%
quick adaptation to changing market conditions is a high priority

17
 2018 Telecom Comparison Back to top
10th Global Project Management Survey

Global Total Telecom

PROJECT PERFORMANCE Organizations in Telecom
Percentage of projects meeting goals and business intent 69% 67% waste an average of 12.0%
Percentage of projects completed on time 52% 50% invested in projects due to
Percentage of projects completed within budget 57% 57% poor project performance,
compared to the global
Percentage of projects with scope creep 52% 49%
average of 9.9%*.
Percentage of projects deemed failures 15% 16%
Percentage of project budget lost if a project fails 32% 36%

DOLLARS WASTED
Dollars wasted* $99M on $120M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 6%
12% 11%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change change in
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org org
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities priorities
39% 44%

18
 2018 Asia Pacific Comparison
10th Global Project Management Survey

Global Total Asia Pacific

TALENT
Percentage of organizations with a process to develop project manager competency 45% 61%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 68%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 57%
Percentage of organizations with a formal knowledge transfer process 47% 65%
Percentage of organizations where development of technical skills is a high priority 41% 51%
Percentage of organizations where development of leadership skills is a high priority 39% 48%
Percentage of organizations where development of business skills is a high priority 34% 43%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 73%
Percentage of organizations with a PMO that is an EPMO 49% 45%
Percentage of organizations with high alignment of the EPMO to strategy 41% 38%
Percentage of organizations that use standardized project management practices throughout the organization 23% 28%
Percentage of organizations with a formal process to mature project management practices 45% 57%
Percentage of organizations with high project management maturity 39% 45%
Percentage of organizations with high program management maturity 33% 39%
Percentage of projects using hybrid/blended project management approaches 23% 24%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 64%
Percentage of organizations with high portfolio management maturity 30% 35%
Percentage of projects with active sponsors 62% 65%
Percentage of organizations with high alignment of projects to organizational strategy 65% 61%
Percentage of organizations with high organizational agility 28% 35%
Percentage of organizations with high benefits realization maturity 32% 40%
Percentage of organizations where creating a culture that values project management is a high priority 37% 43%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 44%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 48%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 39%
quick adaptation to changing market conditions is a high priority

19
 2018 Asia Pacific Comparison Back to top
10th Global Project Management Survey

Global Total Asia Pacific

PROJECT PERFORMANCE Organizations in Aisa Pacific
Percentage of projects meeting goals and business intent 69% 70% waste an average of 8.6%
Percentage of projects completed on time 52% 58% invested in projects due to
Percentage of projects completed within budget poor project performance,
57% 64%
compared to the global
Percentage of projects with scope creep 52% 47%
average of 9.9%*.
Percentage of projects deemed failures 15% 17%
Percentage of project budget lost if a project fails 32% 29%

DOLLARS WASTED
Dollars wasted* $99M on $86M on
$1B $1B
PERFORMANCE
Percentage of organizations considered Champions
Percentage of organizations considered Underperformers 7% 11%
12% 8%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change change in
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org project
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities objectives
39% 36%

20
 2018 Australia Comparison
10th Global Project Management Survey

Global Total Australia

TALENT
Percentage of organizations with a process to develop project manager competency 45% 38%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 51%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 33%
Percentage of organizations with a formal knowledge transfer process 47% 37%
Percentage of organizations where development of technical skills is a high priority 41% 32%
Percentage of organizations where development of leadership skills is a high priority 39% 31%
Percentage of organizations where development of business skills is a high priority 34% 27%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 73%
Percentage of organizations with a PMO that is an EPMO 49% 59%
Percentage of organizations with high alignment of the EPMO to strategy 41% 36%
Percentage of organizations that use standardized project management practices throughout the organization 23% 16%
Percentage of organizations with a formal process to mature project management practices 45% 41%
Percentage of organizations with high project management maturity 39% 33%
Percentage of organizations with high program management maturity 33% 30%
Percentage of projects using hybrid/blended project management approaches 23% 27%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 57%
Percentage of organizations with high portfolio management maturity 30% 24%
Percentage of projects with active sponsors 62% 59%
Percentage of organizations with high alignment of projects to organizational strategy 65% 61%
Percentage of organizations with high organizational agility 28% 15%
Percentage of organizations with high benefits realization maturity 32% 22%
Percentage of organizations where creating a culture that values project management is a high priority 37% 32%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 39%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 27%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 24%
quick adaptation to changing market conditions is a high priority

21
 2018 Australia Comparison Back to top
10th Global Project Management Survey

Global Total Australia

PROJECT PERFORMANCE Organizations in Australia
Percentage of projects meeting goals and business intent 69% 65% waste an average of 13.9%
Percentage of projects completed on time 52% 47% invested in projects due to
Percentage of projects completed within budget 57% 50% poor project performance,
compared to the global
Percentage of projects with scope creep 52% 60%
average of 9.9%*.
Percentage of projects deemed failures 15% 16%
Percentage of project budget lost if a project fails 32% 39%

DOLLARS WASTED
Dollars wasted* $99M on $139M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 5%
12% 19%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top mention
mention is inaccurate
is change requirements
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org gathering
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities 44%
39%

22
 2018 Brazil Comparison
10th Global Project Management Survey

Global Total Brazil

TALENT
Percentage of organizations with a process to develop project manager competency 45% 36%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 54%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 33%
Percentage of organizations with a formal knowledge transfer process 47% 41%
Percentage of organizations where development of technical skills is a high priority 41% 30%
Percentage of organizations where development of leadership skills is a high priority 39% 30%
Percentage of organizations where development of business skills is a high priority 34% 31%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 74%
Percentage of organizations with a PMO that is an EPMO 49% 52%
Percentage of organizations with high alignment of the EPMO to strategy 41% 71%
Percentage of organizations that use standardized project management practices throughout the organization 23% 20%
Percentage of organizations with a formal process to mature project management practices 45% 44%
Percentage of organizations with high project management maturity 39% 29%
Percentage of organizations with high program management maturity 33% 24%
Percentage of projects using hybrid/blended project management approaches 23% 18%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 61%
Percentage of organizations with high portfolio management maturity 30% 31%
Percentage of projects with active sponsors 62% 53%
Percentage of organizations with high alignment of projects to organizational strategy 65% 61%
Percentage of organizations with high organizational agility 28% 21%
Percentage of organizations with high benefits realization maturity 32% 28%
Percentage of organizations where creating a culture that values project management is a high priority 37% 33%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 36%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 41%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 32%
quick adaptation to changing market conditions is a high priority

23
 2018 Brazil Comparison Back to top
10th Global Project Management Survey

Global Total Brazil

PROJECT PERFORMANCE Organizations in Brazil
Percentage of projects meeting goals and business intent 69% 64% waste an average of 12.2%
Percentage of projects completed on time 52% 48% invested in projects due to
Percentage of projects completed within budget 57% 55% poor project performance,
compared to the global
Percentage of projects with scope creep 52% 47%
average of 9.9%*.
Percentage of projects deemed failures 15% 22%
Percentage of project budget lost if a project fails 32% 34%

DOLLARS WASTED
Dollars wasted* $99M on $122M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 7%
12% 15%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change change in
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org project
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities objectives
39% 51%

24
 2018 Canada Comparison
10th Global Project Management Survey

Global Total Canada

TALENT
Percentage of organizations with a process to develop project manager competency 45% 41%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 54%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 37%
Percentage of organizations with a formal knowledge transfer process 47% 44%
Percentage of organizations where development of technical skills is a high priority 41% 39%
Percentage of organizations where development of leadership skills is a high priority 39% 39%
Percentage of organizations where development of business skills is a high priority 34% 32%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 65%
Percentage of organizations with a PMO that is an EPMO 49% 55%
Percentage of organizations with high alignment of the EPMO to strategy 41% 40%
Percentage of organizations that use standardized project management practices throughout the organization 23% 20%
Percentage of organizations with a formal process to mature project management practices 45% 44%
Percentage of organizations with high project management maturity 39% 37%
Percentage of organizations with high program management maturity 33% 29%
Percentage of projects using hybrid/blended project management approaches 23% 23%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 61%
Percentage of organizations with high portfolio management maturity 30% 28%
Percentage of projects with active sponsors 62% 64%
Percentage of organizations with high alignment of projects to organizational strategy 65% 69%
Percentage of organizations with high organizational agility 28% 26%
Percentage of organizations with high benefits realization maturity 32% 31%
Percentage of organizations where creating a culture that values project management is a high priority 37% 37%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 38%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 35%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 29%
quick adaptation to changing market conditions is a high priority

25
 2018 Canada Comparison Back to top
10th Global Project Management Survey

Global Total Canada

PROJECT PERFORMANCE Organizations in Canada
Percentage of projects meeting goals and business intent 69% 72% waste an average of 7.7%
Percentage of projects completed on time 52% 52% invested in projects due to
Percentage of projects completed within budget 57% 57% poor project performance,
compared to the global
Percentage of projects with scope creep 52% 53%
average of 9.9%*.
Percentage of projects deemed failures 15% 12%
Percentage of project budget lost if a project fails 32% 28%

DOLLARS WASTED
Dollars wasted* $99M on $77M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 7%
12% 10%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change change in
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org org
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities priorities
39% 42%

26
 2018 China Comparison
10th Global Project Management Survey

Global Total China

TALENT
Percentage of organizations with a process to develop project manager competency 45% 71%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 78%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 69%
Percentage of organizations with a formal knowledge transfer process 47% 71%
Percentage of organizations where development of technical skills is a high priority 41% 64%
Percentage of organizations where development of leadership skills is a high priority 39% 59%
Percentage of organizations where development of business skills is a high priority 34% 54%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 67%
Percentage of organizations with a PMO that is an EPMO 49% 51%
Percentage of organizations with high alignment of the EPMO to strategy 41% 48%
Percentage of organizations that use standardized project management practices throughout the organization 23% 31%
Percentage of organizations with a formal process to mature project management practices 45% 69%
Percentage of organizations with high project management maturity 39% 52%
Percentage of organizations with high program management maturity 33% 45%
Percentage of projects using hybrid/blended project management approaches 23% 29%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 66%
Percentage of organizations with high portfolio management maturity 30% 37%
Percentage of projects with active sponsors 62% 69%
Percentage of organizations with high alignment of projects to organizational strategy 65% 59%
Percentage of organizations with high organizational agility 28% 44%
Percentage of organizations with high benefits realization maturity 32% 44%
Percentage of organizations where creating a culture that values project management is a high priority 37% 52%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 52%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 54%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 48%
quick adaptation to changing market conditions is a high priority

27
 2018 China Comparison Back to top
10th Global Project Management Survey

Global Total China

PROJECT PERFORMANCE Organizations in China
Percentage of projects meeting goals and business intent 69% 70% waste an average of 7.6%
Percentage of projects completed on time 52% 57% invested in projects due to
Percentage of projects completed within budget 57% 61% poor project performance,
compared to the global
Percentage of projects with scope creep 52% 46%
average of 9.9%*.
Percentage of projects deemed failures 15% 14%
Percentage of project budget lost if a project fails 32% 27%

DOLLARS WASTED
Dollars wasted* $99M on $76M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 14%
12% 5%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change change in
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org project
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities objectives
39% 37%

28
 2018 EMEA Comparison
10th Global Project Management Survey

Global Total EMEA

TALENT
Percentage of organizations with a process to develop project manager competency 45% 49%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 63%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 41%
Percentage of organizations with a formal knowledge transfer process 47% 47%
Percentage of organizations where development of technical skills is a high priority 41% 42%
Percentage of organizations where development of leadership skills is a high priority 39% 39%
Percentage of organizations where development of business skills is a high priority 34% 35%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 68%
Percentage of organizations with a PMO that is an EPMO 49% 47%
Percentage of organizations with high alignment of the EPMO to strategy 41% 44%
Percentage of organizations that use standardized project management practices throughout the organization 23% 26%
Percentage of organizations with a formal process to mature project management practices 45% 48%
Percentage of organizations with high project management maturity 39% 41%
Percentage of organizations with high program management maturity 33% 32%
Percentage of projects using hybrid/blended project management approaches 23% 22%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 58%
Percentage of organizations with high portfolio management maturity 30% 32%
Percentage of projects with active sponsors 62% 57%
Percentage of organizations with high alignment of projects to organizational strategy 65% 66%
Percentage of organizations with high organizational agility 28% 26%
Percentage of organizations with high benefits realization maturity 32% 33%
Percentage of organizations where creating a culture that values project management is a high priority 37% 36%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 39%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 41%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 30%
quick adaptation to changing market conditions is a high priority

29
 2018 EMEA Comparison Back to top
10th Global Project Management Survey

Global Total EMEA

PROJECT PERFORMANCE Organizations in EMEA
Percentage of projects meeting goals and business intent 69% 66% waste an average of 11.7%
Percentage of projects completed on time 52% 49% invested in projects due to
Percentage of projects completed within budget 57% 54% poor project performance,
compared to the global
Percentage of projects with scope creep 52% 48%
average of 9.9%*.
Percentage of projects deemed failures 15% 16%
Percentage of project budget lost if a project fails 32% 35%

DOLLARS WASTED
Dollars wasted* $99M on $117M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 5%
12% 14%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change change in
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org org
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities priorities
39% 40%

30
 2018 Europe Comparison
10th Global Project Management Survey

Global Total Europe

TALENT
Percentage of organizations with a process to develop project manager competency 45% 50%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 68%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 41%
Percentage of organizations with a formal knowledge transfer process 47% 45%
Percentage of organizations where development of technical skills is a high priority 41% 43%
Percentage of organizations where development of leadership skills is a high priority 39% 39%
Percentage of organizations where development of business skills is a high priority 34% 35%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 70%
Percentage of organizations with a PMO that is an EPMO 49% 49%
Percentage of organizations with high alignment of the EPMO to strategy 41% 40%
Percentage of organizations that use standardized project management practices throughout the organization 23% 25%
Percentage of organizations with a formal process to mature project management practices 45% 49%
Percentage of organizations with high project management maturity 39% 42%
Percentage of organizations with high program management maturity 33% 32%
Percentage of projects using hybrid/blended project management approaches 23% 21%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 58%
Percentage of organizations with high portfolio management maturity 30% 31%
Percentage of projects with active sponsors 62% 54%
Percentage of organizations with high alignment of projects to organizational strategy 65% 67%
Percentage of organizations with high organizational agility 28% 23%
Percentage of organizations with high benefits realization maturity 32% 31%
Percentage of organizations where creating a culture that values project management is a high priority 37% 36%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 40%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 40%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 29%
quick adaptation to changing market conditions is a high priority

31
 2018 Europe Comparison Back to top
10th Global Project Management Survey

Global Total Europe

PROJECT PERFORMANCE Organizations in Europe
Percentage of projects meeting goals and business intent 69% 66% waste an average of 12.7%
Percentage of projects completed on time 52% 49% invested in projects due to
Percentage of projects completed within budget 57% 55% poor project performance,
compared to the global
Percentage of projects with scope creep 52% 47%
average of 9.9%*.
Percentage of projects deemed failures 15% 15%
Percentage of project budget lost if a project fails 32% 37%

DOLLARS WASTED
Dollars wasted* $99M on $127M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 5%
12% 14%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change change in
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org org
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities priorities
39% 41%

32
 2018 India Comparison
10th Global Project Management Survey

Global Total India

TALENT
Percentage of organizations with a process to develop project manager competency 45% 68%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 72%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 62%
Percentage of organizations with a formal knowledge transfer process 47% 80%
Percentage of organizations where development of technical skills is a high priority 41% 58%
Percentage of organizations where development of leadership skills is a high priority 39% 55%
Percentage of organizations where development of business skills is a high priority 34% 49%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 82%
Percentage of organizations with a PMO that is an EPMO 49% 43%
Percentage of organizations with high alignment of the EPMO to strategy 41% 44%
Percentage of organizations that use standardized project management practices throughout the organization 23% 34%
Percentage of organizations with a formal process to mature project management practices 45% 62%
Percentage of organizations with high project management maturity 39% 56%
Percentage of organizations with high program management maturity 33% 50%
Percentage of projects using hybrid/blended project management approaches 23% 24%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 77%
Percentage of organizations with high portfolio management maturity 30% 40%
Percentage of projects with active sponsors 62% 64%
Percentage of organizations with high alignment of projects to organizational strategy 65% 69%
Percentage of organizations with high organizational agility 28% 39%
Percentage of organizations with high benefits realization maturity 32% 50%
Percentage of organizations where creating a culture that values project management is a high priority 37% 51%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 51%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 58%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 50%
quick adaptation to changing market conditions is a high priority

33
 2018 India Comparison Back to top
10th Global Project Management Survey

Global Total India

PROJECT PERFORMANCE Organizations in India waste
Percentage of projects meeting goals and business intent 69% 73% an average of 8.1% invested
Percentage of projects completed on time 52% 61% in projects due to poor
Percentage of projects completed within budget 57% 69% project performance,
compared to the global
Percentage of projects with scope creep 52% 43%
average of 9.9%*.
Percentage of projects deemed failures 15% 20%
Percentage of project budget lost if a project fails 32% 28%

DOLLARS WASTED
Dollars wasted* $99M on $81M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 12%
12% 4%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change change in
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org project
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities objectives
39% 40%

34
 2018 Latin America Comparison
10th Global Project Management Survey

Latin
Global Total America
TALENT
Percentage of organizations with a process to develop project manager competency 45% 39%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 53%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 34%
Percentage of organizations with a formal knowledge transfer process 47% 43%
Percentage of organizations where development of technical skills is a high priority 41% 34%
Percentage of organizations where development of leadership skills is a high priority 39% 36%
Percentage of organizations where development of business skills is a high priority 34% 33%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 66%
Percentage of organizations with a PMO that is an EPMO 49% 44%
Percentage of organizations with high alignment of the EPMO to strategy 41% 45%
Percentage of organizations that use standardized project management practices throughout the organization 23% 20%
Percentage of organizations with a formal process to mature project management practices 45% 40%
Percentage of organizations with high project management maturity 39% 27%
Percentage of organizations with high program management maturity 33% 22%
Percentage of projects using hybrid/blended project management approaches 23% 20%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 54%
Percentage of organizations with high portfolio management maturity 30% 23%
Percentage of projects with active sponsors 62% 57%
Percentage of organizations with high alignment of projects to organizational strategy 65% 62%
Percentage of organizations with high organizational agility 28% 22%
Percentage of organizations with high benefits realization maturity 32% 28%
Percentage of organizations where creating a culture that values project management is a high priority 37% 33%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 37%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 37%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 28%
quick adaptation to changing market conditions is a high priority

35
 2018 Latin America Comparison Back to top
10th Global Project Management Survey

Global Total Latin America

PROJECT PERFORMANCE Organizations in Latin
Percentage of projects meeting goals and business intent 69% 66% America waste an average of
Percentage of projects completed on time 52% 46% 10.2% invested in projects
Percentage of projects completed within budget 57% 55% due to poor project
performance, compared to
Percentage of projects with scope creep 52% 47%
the global average of 9.9%*.
Percentage of projects deemed failures 15% 18%
Percentage of project budget lost if a project fails 32% 30%

DOLLARS WASTED
Dollars wasted* $99M on $102M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 5%
12% 12%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change change in
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org org
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities priorities
39% 41%

36
 2018 Middle East Comparison
10th Global Project Management Survey

Global Total Middle East

TALENT
Percentage of organizations with a process to develop project manager competency 45% 45%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 54%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 41%
Percentage of organizations with a formal knowledge transfer process 47% 51%
Percentage of organizations where development of technical skills is a high priority 41% 42%
Percentage of organizations where development of leadership skills is a high priority 39% 38%
Percentage of organizations where development of business skills is a high priority 34% 33%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 66%
Percentage of organizations with a PMO that is an EPMO 49% 42%
Percentage of organizations with high alignment of the EPMO to strategy 41% 50%
Percentage of organizations that use standardized project management practices throughout the organization 23% 27%
Percentage of organizations with a formal process to mature project management practices 45% 52%
Percentage of organizations with high project management maturity 39% 39%
Percentage of organizations with high program management maturity 33% 30%
Percentage of projects using hybrid/blended project management approaches 23% 22%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 57%
Percentage of organizations with high portfolio management maturity 30% 32%
Percentage of projects with active sponsors 62% 59%
Percentage of organizations with high alignment of projects to organizational strategy 65% 60%
Percentage of organizations with high organizational agility 28% 30%
Percentage of organizations with high benefits realization maturity 32% 34%
Percentage of organizations where creating a culture that values project management is a high priority 37% 30%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 31%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 42%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 29%
quick adaptation to changing market conditions is a high priority

37
 2018 Middle East Comparison Back to top
10th Global Project Management Survey

Global Total Middle East

PROJECT PERFORMANCE Organizations in Middle East
Percentage of projects meeting goals and business intent 69% 66% waste an average of 8.5%
Percentage of projects completed on time 52% 48% invested in projects due to
Percentage of projects completed within budget 57% 53% poor project performance,
compared to the global
Percentage of projects with scope creep 52% 48%
average of 9.9%*.
Percentage of projects deemed failures 15% 18%
Percentage of project budget lost if a project fails 32% 25%

DOLLARS WASTED
Dollars wasted* $99M on $85M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 6%
12% 11%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change opportuni-
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org ties/risks
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities not defined
39% 40%

38
 2018 North America Comparison
10th Global Project Management Survey

North
Global Total America
TALENT
Percentage of organizations with a process to develop project manager competency 45% 38%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 53%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 40%
Percentage of organizations with a formal knowledge transfer process 47% 39%
Percentage of organizations where development of technical skills is a high priority 41% 38%
Percentage of organizations where development of leadership skills is a high priority 39% 35%
Percentage of organizations where development of business skills is a high priority 34% 31%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 67%
Percentage of organizations with a PMO that is an EPMO 49% 52%
Percentage of organizations with high alignment of the EPMO to strategy 41% 40%
Percentage of organizations that use standardized project management practices throughout the organization 23% 20%
Percentage of organizations with a formal process to mature project management practices 45% 40%
Percentage of organizations with high project management maturity 39% 37%
Percentage of organizations with high program management maturity 33% 32%
Percentage of projects using hybrid/blended project management approaches 23% 24%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 55%
Percentage of organizations with high portfolio management maturity 30% 29%
Percentage of projects with active sponsors 62% 65%
Percentage of organizations with high alignment of projects to organizational strategy 65% 66%
Percentage of organizations with high organizational agility 28% 26%
Percentage of organizations with high benefits realization maturity 32% 29%
Percentage of organizations where creating a culture that values project management is a high priority 37% 36%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 39%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 37%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 28%
quick adaptation to changing market conditions is a high priority

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 2018 North America Comparison Back to top
10th Global Project Management Survey

Global Total North America

PROJECT PERFORMANCE Organizations in North
Percentage of projects meeting goals and business intent 69% 70% America waste an average of
Percentage of projects completed on time 52% 51% 9.6% invested in projects due
Percentage of projects completed within budget 57% 56% to poor project performance,
compared to the global
Percentage of projects with scope creep 52% 57%
average of 9.9%*.
Percentage of projects deemed failures 15% 12%
Percentage of project budget lost if a project fails 32% 32%

DOLLARS WASTED
Dollars wasted* $99M on $96M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 6%
12% 13%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top
mention mention is
is change change in
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org org
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities priorities
39% 42%

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 2018 UK Comparison
10th Global Project Management Survey

Global Total UK
TALENT
Percentage of organizations with a process to develop project manager competency 45% 58%
Percentage of organizations with ongoing training for staff on project management tools and techniques 59% 66%
Percentage of organizations with a defined career path for those engaged in project or program management 43% 46%
Percentage of organizations with a formal knowledge transfer process 47% 59%
Percentage of organizations where development of technical skills is a high priority 41% 45%
Percentage of organizations where development of leadership skills is a high priority 39% 37%
Percentage of organizations where development of business skills is a high priority 34% 33%

PROCESSES AND PROJECT MANAGEMENT CAPABILITIES

Percentage of organizations with a PMO 68% 73%
Percentage of organizations with a PMO that is an EPMO 49% 46%
Percentage of organizations with high alignment of the EPMO to strategy 41% 51%
Percentage of organizations that use standardized project management practices throughout the organization 23% 23%
Percentage of organizations with a formal process to mature project management practices 45% 50%
Percentage of organizations with high project management maturity 39% 47%
Percentage of organizations with high program management maturity 33% 39%
Percentage of projects using hybrid/blended project management approaches 23% 21%

CULTURE AND ORGANIZATIONAL CAPABILITIES

Percentage of organizations that fully understand the value of project management 58% 71%
Percentage of organizations with high portfolio management maturity 30% 38%
Percentage of projects with active sponsors 62% 57%
Percentage of organizations with high alignment of projects to organizational strategy 65% 72%
Percentage of organizations with high organizational agility 28% 36%
Percentage of organizations with high benefits realization maturity 32% 34%
Percentage of organizations where creating a culture that values project management is a high priority 37% 42%
Percentage of organizations where creating a culture receptive to organizational change is a high priority 40% 41%
Percentage of organizations where investing in technology to better enable project success is a high priority 40% 46%
Percentage of organizations where developing a comprehensive program delivery capability that allows for 31% 33%
quick adaptation to changing market conditions is a high priority

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 2018 UK Comparison Back to top
10th Global Project Management Survey

Global Total UK
PROJECT PERFORMANCE Organizations in the UK
Percentage of projects meeting goals and business intent 69% 69% waste an average of 10.8%
Percentage of projects completed on time 52% 46% invested in projects due to
Percentage of projects completed within budget 57% 53% poor project performance,
compared to the global
Percentage of projects with scope creep 52% 54%
average of 9.9%*.
Percentage of projects deemed failures 15% 12%
Percentage of project budget lost if a project fails 32% 34%

DOLLARS WASTED
Dollars wasted* $99M on $108M on
$1B $1B
PERFORMANCE
Percentage of organizations considered champions
Percentage of organizations considered underperformers 7% 5%
12% 11%
PRIMARY CAUSE OF PROJECT FAILURE
Primary cause of project failure Top Top mention
mention is inaccurate
is change requirements
*Figures are U.S. dollar amounts, but represent a percentage that applies to any currency. in org gathering
Note: Numbers in red indicate a significant difference compared to the Global Total at a 95% confidence level.
priorities 44%
39%

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