2014

THE

HIGH COST

OF LOW PERFORMANCE
2014

PMIs Pulse of the Profession: The High Cost of Low Performance

February 2014

EXECUTIVE SUMMARY
For the past several years, PMIs Pulse of the Profession reports have
emphasized the benefits of effective project, program and portfolio
management. More recently, we have begun focusing on strategic initiative
management to drive organization success through improved efficiency.
Though executives know what they should be doing 88 percent say that
strategy implementation is important to their organizations sixty-one
percent acknowledge that their firms often struggle to bridge the gap
between strategy formulation and its day-to-day implementation.1 This gap
demonstrates a lack of understanding among organization executives that
all strategic change happens through projects and programs. While some
projects improve an organizations ability to run the business and dont
rise to the level of a strategic initiative, all of an organizations strategic
initiatives are projects or programs, which inevitably change the business.
Most in the C-suite fail to realize this simple truth. Maybe more would if
they assigned a senior executive to oversee strategy implementation the
same way many of them designate a Chief Strategy Officer (CSO) who has
responsibility for strategy development. When that person is supported by
an organization culture of project management, including a high performing
PMO, that is when we will see project success rates climb.
This years Pulse research reinforces these findings, and demonstrates the
significant implications of this chasm:
Very few organizations (9 percent) rate themselves as excellent
on successfully executing initiatives to deliver strategic results.
Consequently, only 56 percent of strategic initiatives meet their
original goals and business intent.
This poor performance results in organizations losing $109 million for
every $1 billion invested in projects and programs.
High-performing organizations successfully complete 89 percent
of their projects, while low performers complete only 36 percent
successfully. This difference in success results in high-performing
organizations wasting nearly 12 times less than low performers.

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PMIs Pulse of the Profession: The High Cost of Low Performance

February 2014

Projects and programs that are aligned to an organizations strategy

are completed successfully more often than projects that are
misaligned (48 percent versus 71 percent). PMIs earlier research
reported that aligning projects with strategic objectives has the
greatest potential to add value to an organization.2 But on average
organizations report that three of five projects are not aligned to
strategy.
Organizations that are highly agile, nimble and able to respond
quickly to changing market dynamics complete more of their
strategic initiatives successfully than slower, less agile organizations
(69 percent versus 45 percent). But only 15 percent of organizations
report high organizational agility.
How can mature project management practices lead to a competitive
advantage? What lessons can be learned from high performers that can be
replicated across organizations of all types to improve their value?
Our research highlights key practices that maximize organizational value. By
maturing project management capabilities, focusing on talent and change
management, and insisting on a benefits realization review, high performers
successfully complete more projects. They are more flexible and waste
fewer dollars.
The following pages explore these findings in greater detail and provide a
clear path forward for organizations to achieve success through optimized
project management practices.
Lets do great things together.

Mark A. Langley
President and CEO
Project Management Institute

2014 Project Management Institute, Inc. PMI.org/Pulse

PMIs Pulse of the Profession: The High Cost of Low Performance

Dollars Lost

US$109 million
The amount lost for every
US$1 billion spent on projects
Figure 1: Organizations lose an average of
US$109 million for every US$1 billion spent on
projects.

Dollars lost is the product of the average

percentage of projects not meeting goals multiplied
by the average percentage of a projects budget
that is lost if the project fails. Year-to-year variance
is caused by changes seen in either, or both, of
these two metrics.
In 2012, the Pulse research reported dollars lost for
that year as US$120M for every US$1B spent on
projects. In 2013, that amount was US$135M for
every US$1B. This change was due to the increase
in the percentage of projects not meeting goals
since the previous year. The data indicates that this
decrease in successful projects was driven by the
declining focus on the training and development of
project managers one of the by-products of the
recent global recession.
Our 2014 Pulse reports that US$109M for
every US$1B is lost due to the decrease in the
average percentage of a projects budget that is
unrecoverable if the project fails. This decline is
related to the shift in the roles of PMOs. Although
the percentage of organizations with a PMO
remains stable since last year, Pulse research shows
a shift toward PMOs taking on a more strategic role
in the organization. Practices such as establishing
and monitoring success metrics and contributing
to the development of core competencies and
organizational project management maturity
are seen as factors in a more efficient project
management process, thereby resulting in less
wasted effort.

February 2014

THE WIDE CHASM

PMIs 2014 Pulse of the Profession research shows that organizations face
a wide chasm between their actual state and the state of success, mostly
due to a lack of focus on people, processes and outcomes. As a result, their
projects, including those focused on an organizations highest priorities
strategic initiativesare suffering, and organizations are losing an average of
US$109 million for every US$1 billion spent on projects (Figure 1).
This financial loss impacts an organizations bottom line. As reported by
the Economist Intelligence Unit last year in Why Good Strategies Fail:
Lessons for the C-Suite sponsored by PMI3, senior executives recognize the
importance of strategy implementation, but a majority of executives admit
that their companies fall short and that there is a disconnect between
strategy formulation and implementation. Ultimately, only a minority of
respondents said that their business model is extremely well aligned with
strategy and an average of just 56 percent of strategic initiatives have been
successful in the past three years. Not surprisingly, companies that are
poorly aligned with strategy also reported weaker financial results than their
peers.
Our 2014 Pulse research reveals similar results: just 42 percent of
organizations report having high alignment of projects to organizational
strategy. Furthermore, only 32 percent of organizations report that their
projects are much better aligned compared with those of one year ago.
These results are troubling, as many top consulting and thought leadership
organizations, including IBM, PwC and McKinsey, have been touting
for years that projectsas well as programs, portfolios and strategic
initiativesmust be aligned to the strategy of the organization to achieve
success. Remarkably, organizations that report high alignment of their
projects to organizational strategy average 65 percent of their strategic
initiatives meeting original goals and business intent, compared with only
35 percent due to low alignment.

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PMIs Pulse of the Profession: The High Cost of Low Performance

This lack of alignment of projects to organizational strategy most

likely contributes to the surprising result that nearly one half of
strategic initiatives (44 percent) are reported as unsuccessful. This
underwhelming rate of success was also reported in the aforementioned EIU
study, which detailed the causes:
C-suite executives are often missing in action.

February 2014

The bottom line is that a

lack of organizational agility
significantly diminishes the
success of projects and strategic
initiatives.

Rather than micromanaging, C-suite executives should identify and

focus on the key initiatives and projects that are strategically relevant.
A majority of companies either lack the skills or fail to deploy the
personnel needed for strategy implementation.
This lack of alignment results in less organizational agility. No one
would argue that the rate of change in todays market environment is
ever increasing. As a result, organizations must become more agile to
respond successfully to change. Organizational agility is the capability of
an organization to maintain a competitive edge by responding faster to
changing market conditions while improving organizational efficiency and
customer satisfaction.4
Our 2014 Pulse research reveals that organizations with high alignment of
projects to strategy of the organization are significantly more likely to be
highly agile (23 percent versus 5 percent). Furthermore, organizations with
high organizational agility report not only more successful projects, but also
more successful strategic initiatives (69 percent compared with 45 percent
among organizations with low organizational agility).
Despite this, only 15 percent report high levels of organizational agility,
suggesting that organizations are not prepared to adapt to shifts in todays
complex market environment and shifts in consumer demands and
expectations.
The chasm caused by lack of agility and strategic alignment leaves
organizations unable to take advantage of the moderate expected economic
growth, to react to strategic shifts in customer expectations and demands,
and to mitigate project dollars lost.

2014 Project Management Institute, Inc. PMI.org/Pulse

PMIs Pulse of the Profession: The High Cost of Low Performance

February 2014

THE STRATEGIC ALIGNMENT

IMPERATIVE
Organizations must focus on improving their agility and their strategic
alignment. There is a clear imperative to take action now, due to:
Modest economic growth forecast; and
Shifts in the customer landscape.

MODEST ECONOMIC GROWTH FORECAST

While global GDP growth has been sluggish for the past several years, there
are signs of cautious optimism, and as a result, organizations should regroup
and assess how they are performingand how they can perform better.
In 2013, the global GDP grew a very modest 2.9 percent,5 but looking ahead,
executives have a positive economic outlook overall: 47 percent expect their
countrys economy to improve in the next six months, and 55 percent say
the same for the global economy, a clear improvement from years past.6
Additionally, the EIU forecasts the global economy to grow by 3.6 percent in
2014, the highest growth since 2011 (Figure 2).7

A Forecast of Modest Growth, but Growth Nonetheless

5.2%

5.0%
3.8%
2.5%

3.6%
2.9%

2.9%

2012

2013

3.8%

3.9%

3.9%

4.0%

0.8%

2007

2008

2009

2010

2011

2014

2015

Source: EIU December 2013

2014 2018 are forecasts

Figure 2: Economists forecast modest GDP growth.

2014 Project Management Institute, Inc. PMI.org/Pulse

2016

2017

2018

PMIs Pulse of the Profession: The High Cost of Low Performance

February 2014

This modest global GDP growth is evident in organizations re-starting

projects that had previously been tabled. Specifically, PMIs Economic
Snapshot Survey reveals that the percentage of organizations starting
projects that were previously cancelled or delayed due to economic
conditions increased significantly, from 14 percent in the fourth quarter of
2012 to 23 percent in the fourth quarter of 2013.
The global economy is on the brink of growth. These signs of optimism
indicate that now is the time for organizations to regroup, assess and
position themselves to take full advantage of the economic growth.

SHIFTS IN THE CUSTOMER LANDSCAPE

In 2013, as reported in The Customer-Activated Enterprise: Insights from the
Global C-suite Study,8 IBM spoke to over 4,000 C-suite executives from
around the world, and found that organizational leaders are changing the
way they are shaping organizational strategy. A growing number of CEOs
believe customer influence should not be confined to activities in which
customers have traditionally participated, such as developing new products
or services. Instead, CEOs stand ready to relinquish absolute control of what
is typically considered their domaindeveloping business strategy.
In the coming year, the influence and impact of customersand their
role in shaping business strategyare going to increase. Each of the shifts
mentioned below are significant factors in how organizations will gain an
advantage over their competitors, if the competition hasnt already started
aligning to these anticipated changes.
A shift in addressing customer demands
Virginia M. Rometty, Chairman, President and Chief Executive
Officer of IBM, recently stated that in 2004, CEOs ranked their
own customers sixth on the list of all market factors they believed
would drive the most change in their organizations. Today, digitally
enfranchised and empowered customers lead the agenda for every
CxO profession.9
A shift in shaping strategy
The same study also emphasized the role that customers will play in
shaping business strategy:
IBMs research reveals that in the next three to five years,
a growing number of CEOs expect to include customers in
every part of their business, and 40 percent more CEOs plan
to include customers in their organizations business strategy
development compared to today.
2014 Project Management Institute, Inc. PMI.org/Pulse

PMIs Pulse of the Profession: The High Cost of Low Performance

February 2014

Collaborating with customers extensively is a universal

ambition: nine out of ten surveyed C-suite executives foresee
doing so in the next three to five years, compared with only 46
percent doing so today.
These findings suggest that improved organizational agility is
essential to effectively adapt to this shift in shaping strategy.
A shift in customer expectations
PwCs 16th Annual CEO Survey emphasizes the imperative to build a
customer-centered organization. It states clearly that taking action
now to make customers perspectives the core of their strategy is
crucial for growth and crucial for setting an organization apart from
its competitors.10
This call to action and the new strategic initiatives that organizations
formulate and execute as a result will become more and more visible to
customers. And, in turn, customers will not only appreciate it but expect it.
In addition to the optimistic economic outlook and the shifts in customer
landscape, the global market environment remains complex. As a result,
organizations must consider a multitude of factors to stay competitive
and improve their bottom line. Our research shows that focusing on the
successful execution of strategic initiatives via projects and programs
mitigates lost dollars and allows for effective responses to the forecasted
shifts in todays complex environment.

2014 Project Management Institute, Inc. PMI.org/Pulse

PMIs Pulse of the Profession: The High Cost of Low Performance

February 2014

DRIVING ORGANIZATIONAL
SUCCESS

High-Performing Organizations
are Three Times as Likely to
have Organizational Agility

An organizations success is dependent on understanding high project

performanceprojects completed on time, on budget and meeting original
goals. Our Pulse research shows that high-performing11 organizations
are more likely than their low-performing12 counterparts to focus on
agility (Figure 3) and strategic alignment (Figure 4), thus minimizing
the wide chasm that organizations face today.13 As a result, the
increased success of their strategic initiatives is substantial; high performers
average twice as many successful strategic initiatives than low-performing
organizations (Figure 5).

% of high
performers
with high
organizational
agility

An organizations focus on agility and strategic alignment not only

impacts the success of its highest priority initiatives, it also leads to better
project performance overall; 89 percent of projects at high-performing
organizations meet original goals and business intent, compared with
just 36 percent at low-performing organizations. And high-performing
organizations lose 12 times less money than low performers (US$20 million
versus US$230 million for every US$1 billion spent on projects).
Understanding what practicesboth strategic and tacticalhighperforming organizations have in place is crucial to improving an
organizations success. Along with high alignment of their projects to
organizational strategy and organizational agility, high-performing
organizations succeed through a strategic focus on people, processes and
outcomes.

PEOPLE
Not only must organizations focus on the development of their talent and
the practices by which they do that, they also need to focus on managing
their people through rapid organizational changes that stem from new
strategic initiatives. And further, organizations need to ensure executive
sponsors are in place to help drive the organizational changes.

31%
9%

% of low
performers
with high
organizational
agility

Figure 3

High-Performing Organizations
are Twice as Likely to have High
Alignment of Projects to
Organizational Strategy
% of high
performers with
high alignment
of projects to
organizational
strategy

57%
28%

% of low
performers with
high alignment
of projects to
organizational
strategy

Figure 4

High-Performing Organizations
have Twice as Many Successful
Strategic Initiatives
% of strategic
initiatives of
high-performing
organizations
that meet
original goals
and business
intent

76%
38%

% of strategic
initiatives of
low-performing
organizations
that meet
original goals
and business
intent

Figure 5
2014 Project Management Institute, Inc. PMI.org/Pulse

PMIs Pulse of the Profession: The High Cost of Low Performance

February 2014

Talent Management
Our research shows that organizations need to focus on the development
and training of their talent in order to achieve superior project performance,
successful strategic initiatives and become high performers. Organizations
are currently facing unique challenges: few organizations are focusing on
knowledge transfer and this might be hampered by the fact that nearly
two-thirds of organizations report using outsourced or contract project
managers. Furthermore, 26 percent of organizations plan to increase the
percentage of project managers who are contracted or outsourced in 2014,
compared with just 20 percent in 2013.
However, there is a direct correlation between effective talent management
and better project performance. PMIs Pulse of the Profession In-Depth
Report: The Competitive Advantage of Effective Talent Management14 showed
that organizations that align their talent management to strategy have
more successful projects and waste fewer project dollars. Our research
revealed that high-performing organizations are more than twice as likely
as their low-performing counterparts to align talent management to
organization strategya significant competitive advantage.
Figure 6 shows the talent management practices identified in the Pulse
research that significantly more high-performing organizations have in place.

Talent Management
77%

Ongoing project manager training

68%

Formal process to develop

project manager competency

36%
66%

Formal process to mature

project management practices

35%
66%

Formal knowledge transfer process

33%
62%

Defined career path

Effective knowledge transfer process

26%

51%

32%
29%
5%

24%

32%

31%

33%

30%

% of high performers
% of low performers

Figure 6: Effective talent management is more prevalent in high performers.

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PMIs Pulse of the Profession: The High Cost of Low Performance

February 2014

More importantly, when these practices are put in place, organizations

report significantly more successful strategic initiatives (Figure 7).

Talent Management Leads to Success

70%
Study
Average
56%

60%

62%

63%

63%

63%

48%

50%

49%

49%

50%

Ongoing
project manager
training

Formal process
to develop
project
manager
competency

Formal process
Formal
to mature
knowledge
project
transfer process
management
practices

Defined
career path

45%
Effective
knowledge
transfer process

% successful strategic initiatives with each in place

% successful strategic initiatives without each in place

Figure 7: Effective talent management leads to more successful strategic initiatives.

2014 Project Management Institute, Inc. PMI.org/Pulse

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PMIs Pulse of the Profession: The High Cost of Low Performance

February 2014

Change Management
Actively engaged sponsors is
once again the top driver of
project success.

Our Pulse research shows that organizational changeaccomplished

through projects and programscontinues to be a challenge for the vast
majority of organizations. Two out of five organizations (40 percent) report
that their effectiveness at organizational change management is higher
compared to a year ago. Despite this, only one in five organizations reports
highly effective change management.
Our Pulse research reveals that organizations that are highly effective at
change management are four times more likely to frequently use change
management practices (94 percent compared with only 24 percent among
organizations minimally effective). However, our trends show that the
frequent use of change management practices has been declining over the
past four years (71 percent in 2011 down to 65 percent in 2014).
Vital to effective organizational change is the executive sponsorthe person
within the organization who champions change. PMIs Managing Change
in Organizations: A Practice Guide15 outlines the importance of executive
sponsors on projects and programs that drive organizational change. And
our latest Pulse research confirms that actively engaged sponsors is
again the top driver of project success. However, the average percentage
of projects with active sponsors has remained flat: for the past three years,
organizations report that less than two in three projects have actively
engaged sponsors (Figure 8).

Projects with Active Project Sponsors

Despite being the top driver of project success, fewer than two in three projects have
actively engaged sponsors.
80%

60%

63%

63%

63%

2012

2013

2014

40%
% of projects with active sponsors

Figure 8: For the past three years, organizations report that fewer than two in three
projects have actively engaged sponsors.
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PMIs Pulse of the Profession: The High Cost of Low Performance

February 2014

Our Pulse research shows that high-performing organizations are more

effective at organizational change management compared with lowperforming organizations. This is likely fueled by the significantly greater
support received from executive sponsors at high-performing organizations
(Figure 9).

Change Management
81%

Percentage of projects
with active sponsors
Effective
change management

45%
42%
10%

32%

36%

% of high performers
% of low performers

Figure 9: Effective change management is more prevalent in high performers.

And maturing these two practices has a great impact on the success of
strategic initiatives (Figure 10).

Change Management Leads to Success

66%

69%

Study
Average
56%

% successful strategic initiatives with each in place

% successful strategic initiatives without each in place

41%

41%

Percentage
of projects
with active
sponsors

Effective
change
management

Figure 10: Effective change management leads to more successful strategic initiatives.

PMI will be exploring change management and its impact on organizations

in an in-depth report releasing in March 2014.

2014 Project Management Institute, Inc. PMI.org/Pulse

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PMIs Pulse of the Profession: The High Cost of Low Performance

February 2014

PROCESSES
For the past several years, our Pulse research has confirmed that
organizations can clearly benefit from maturing their project, program
and portfolio management processes. The Pulse data demonstrates that
process maturity leads to success. Despite this, our latest Pulse findings
reveal that many organizations are not taking sufficient action to mature
their processesas evidenced by the trends in the perceived value of project
management, the growth of project management offices (PMOs), the use of
standardized project management practices throughout organizations, and
the maturity levels of project, program and portfolio management.
Similar to 2013,16 nearly one half (46 percent) of organizations
report not fully understanding the value of project management.
These organizations face a real risk to their successsignificantly
more strategic initiatives are successful when organizations fully
understand the value of project management (63 percent versus 47
percent).
The percentage of organizations that report having a PMO remains
flat at 69 percent. Furthermore, there is a lack of growth in the
presence of enterprise-wide PMOs: just one half (47 percent) of
organizations report having an EPMO; this number was 46 percent
in 2011. As shown in PMIs Pulse of the Profession In Depth Report:
The Impact of PMOs on Strategy Implementation,17 high-performing
PMOs drive value by creating an organizational culture of project
management, continually evaluating PMO performance and evolving
and improving through knowledge management and change
management.
As previously mentioned, the use of standardized project
management practices throughout the organization is flat; today,
only one-fourth of organizations report using these throughout the
organization.
In 2013, PMIs Pulse research revealed that project, program and
portfolio management practices in many organizations are not
yet mature, and this remains true today. Fewer than one in five
organizations reports high maturity of project, program or portfolio
management.
This failure to take the necessary actions to mature their processes results
in less success. This is clear when comparing high-performing organizations
with low-performing organizations. Along with the high maturity of project,
program and portfolio management, high-performing organizations

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PMIs Pulse of the Profession: The High Cost of Low Performance

February 2014

are significantly more likely to fully understand the value of project

management, have a PMO and use standardized practices throughout the
organization (Figure 11).

Process Maturity
77%

Organization understands value

of project management

40%
74%
64%

Has a PMO

Standardized practices used

throughout organization

Project management maturity

Program management maturity

Portfolio management maturity

45%

35%

32%
5%
31%
6%

10%

30%

15%

8%

37%

27%

27%

25%

% of high performers
% of low performers

Figure 11: Process maturity is more prevalent in high-performing organizations.

2014 Project Management Institute, Inc. PMI.org/Pulse

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PMIs Pulse of the Profession: The High Cost of Low Performance

February 2014

Our Pulse research reveals that the benefits of process maturity are evident.
Figure 12 shows the extent of the success of strategic initiatives from each
of the practices; organizations realize significantly more successful strategic
initiatives when these practices are in place.

Process Maturity Leads to Success

63%
Study
Average
56%

58%

47%

50%

Organization
understands
value of project
management

Has a PMO

70%

72%

72%

44%

45%

46%

Project
management
maturity

Program
management
maturity

Portfolio
management
maturity

66%

41%
Standardized
practices used
throughout
organization

% successful strategic initiatives with each in place

% successful strategic initiatives without each in place

Figure 12: Process maturity leads to more successful strategic initiatives.

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PMIs Pulse of the Profession: The High Cost of Low Performance

February 2014

OUTCOMES
Successful organizations have a continued focus on the outcomes of the
intended benefits of their projects and programs. Benefits realization
is the practice of ensuring that the outcome of a project produces the
projected benefits claimed in the business case. This is achieved through the
establishment, measurement and communication of the expected benefits
of an organizations initiatives.
High benefits realization maturity is inextricably linked to the success of
projectsand strategic initiatives. Despite this, our latest Pulse research
reveals that fewer than one in five (17 percent) organizations report high
benefits realization maturity. High performers are nearly eight times more
likely to be mature in their benefits realization processes (Figure 13).

Benefits Realization Maturity

Mature benefits realization

39%
5%

34%

% of high performers
% of low performers

Figure 13: High benefits realization maturity is more prevalent in high-performing

organizations.

The payoff for organizations maturing their benefits realization is worth

the effort: organizations that report being highly mature with benefits
realization see an average of 73 percent of their strategic initiatives meeting
original goals and business intent (Figure 14).

Benefits Realization Maturity Leads to Success

73%

% successful strategic
initiatives when in place

Study
Average
56%

% successful strategic
initiatives when not in place

44%
Mature benefits realization

Figure 14: High benefits realization maturity leads to more successful strategic initiatives.

2014 Project Management Institute, Inc. PMI.org/Pulse

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PMIs Pulse of the Profession: The High Cost of Low Performance

February 2014

CONCLUSION
In the past few years, organizations have faced headwinds, resulting in
a chasm between their actual state and their vision of success. High
organizational agility and high alignment of projects and programs to an
organizations strategy have become integral to navigating an increasingly
competitive market environment. Strategies are being shaped by customer
expectations and demands and by the modest global economic growth
forecasted for 2014.
This 2014 Pulse of the Profession report reveals a clear imperative for
organizations to take action now to become high performers and optimize
their project management practices to mitigate the millions lost on failed
projects.
Our research highlights three focus areas that, once developed and
deployed, lead to increased success of both projects and strategic initiatives:
people, processes and outcomes. Organizations that develop these
competencies lose 12 times less money and mitigate the high cost of low
performance.

ABOUT PMIS PULSE OF THE

PROFESSION
Conducted since 2006, PMIs Pulse of the Profession is the annual global
survey of project management practitioners. The Pulse of the Profession
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 thirdparty data.
The newest edition of the Pulse features feedback and insights from over
2,500 project management leaders and practitioners across North America;
Asia Pacific; Europe, the Middle East, and Africa (EMEA); and Latin America
and Caribbean regions.

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February 2014

REFERENCES
1 Economist Intelligence Unit. Why Good Strategies Fail: Lessons for the C-Suite.
July 2013.
2 PMI. Pulse of the Profession In-Depth Report: The Impact of PMOs on Strategy
Implementation. November 2013.
3 Economist Intelligence Unit. Why Good Strategies Fail: Lessons for the C-Suite.
July 2013.
4 PMI. Pulse of the Profession In-Depth Report: Organizational Agility. 2012.
5 Economist Intelligence Unit. World Economy: EIUs Latest Assumptions.
December 16, 2013.
6 McKinsey Global Survey. Economic Conditions Snapshot. December 2013.
7 Economist Intelligence Unit. World Economy: EIUs Latest Assumptions.
December 16, 2013.
8 IBM. The Customer-Activated Enterprise: Insights from the Global C-suite Study.
October 2013.
9 Ibid.
10 PwC. 10 Minutes on Building the Customer-Centered Organization, 16th Annual
Global CEO Survey. January 2013.
11 High performers are organizations that achieve 80 percent or more of projects
on time, on budget and meeting original goals.
12 Low performers are organizations that achieve 60 percent or fewer projects on
time, on budget and meeting original goals.
13 In our latest Pulse research, 12 percent of organizations are deemed high
performers compared with 29 percent of organizations deemed low performers.
14 PMI. Pulse of the Profession In-Depth Report: The Competitive Advantage of
Effective Talent Management. March 2013.
15 PMI. Managing Change in Organizations: A Practice Guide. 2013.
16 PMI. Pulse of the Profession: The High Cost of Low Performance. 2013.
17 PMI. Pulse of the Profession In-Depth Report: The Impact of PMOs on Strategy
Implementation. November 2013.

2014 Project Management Institute, Inc. PMI.org/Pulse

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