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Anyone who knows me will confirm that I like a stat! And when it comes to project management, there are lots of stats you can find on, well, just about anything. Most of the time I take them with a pinch of salt, yet I came across one recently that made me take notice.
It was from the 2020 Project Management Institute report called Ahead of the Curve: Forging a Future-Focused Culture; Pulse of the Profession, and it stated:
"46% of organisations place a high priority on a culture that values project management."
Blimey! Less than half of organisations (surveyed) do not value a culture of project management. Is anyone else alarmed by this stat? Or do I just need to get out more?
The reason I am alarmed by it is because project management is now more important than ever! The same report states:
"Change is as relentless as it is pervasive – from the impact of technologies like artificial intelligence to the clamour for social accountability to customers’ ever-evolving expectations … Now an essential business asset, change happens through projects."
With change being relentless (no-one is disagreeing with this), and being delivered through projects, it makes complete sense that project management is vital to an organisation. So, why does only such a small percentage of businesses consider a culture of project management as a high priority?
The key here is in the culture of project management. The stat is not saying less than half of organisations do projects, or more than half do projects badly – it is saying (in my view anyhow) that for most organisations, making project management part of the prevailing business operating model is not a high priority. So does this make the corollary true – that 54% of organisations treat project management as ad hoc, or on top of the day job, or of little value? I fear it does.
How can we expect to deliver change effectively and efficiently if project management is not part of the DNA of the business? How do we expect to build expertise and experience in project management if is not part of the DNA of the business?
So what are the reasons for this statistic? I have my own views based on my experience, and I share them below (let me know if you agree/disagree or have any other reasons):
1. Work is too small to be classified as a project
Is a sales restructure really a project? [Yes].
Is changing a process really a project? [Yes].
Is removing single-use coffee cups really a project? [Yes].
All of these examples are introducing change so by definition they are projects. It is not a question of size – though size is important!
2. Businesses don’t realise they are doing projects
Often driven by the above reason, or by the JDI (Just Do It) method, if it is change, it is still a project. “A rose by any other name would smell as sweet” (William Shakespeare).
Digital transformation (DT) is my soap box here. DT is not systems integration – it is a project. Treat it like a project, and run it like a project – it just so happens that the deliverable is digitally orientated. Don’t focus on the tech – focus on the project.
3. Stuff gets done regardless
Why do we need project management when people get stuff done regardless of how it is done? My argument is “a project is a journey – not a destination”, and projects need to ensure they deliver their journey smoothly.
Think of portfolio management: organisations don’t have an infinite amount of resources so trade-off decisions need to be made as to where resources are best allocated. If our project is leaving destruction in its wake due to poor (or no) management, then resources may need to be pulled off other projects to keep yours going (if deemed a higher priority). This impacts the organisation overall – and other stuff doesn’t get done.
4. Organisations fundamentally don’t understand what project management is
“It’s just common sense” is a regular challenge. If it was just common sense, then the following stat from Forbes – that 70% of all DT initiatives fail to meet their goals, which equates to $900bn – would not occur, right? I told you I like a stat!
5. “Our organisation is different”
No it’s not! You will always need to introduce change. You will always need to adjust and adapt to changing conditions. You will always need to cut costs, bring new products to market – you will always need project management. If you think your organisation is different – it’s in denial!
What can be done to improve this 46%? There is no universal solution (sorry about that). Yet what is universal is that project management has to be seen for the value it brings – without organisations seeing this value, they will never know what it can do for them. They will never build a culture that values project management, and it will never be in their DNA.
And that’s the most alarming fact!
[This article was first published on pmtoday.co.uk on 05/03/20]
Dr Ian Clarkson is Head of Organisational Consultancy at QA. Ian is a highly experienced consultant, author, trainer and speaker with over 20 years’ experience in project, programme and portfolio management, organisational change and learning – working with organisations in all sectors. Ian leads a team of consultants who work with organisations to develop their project, programme and portfolio management capability, so they are ready for the future of work.
Ian’s experience has been as a project and programme manager in the defence and automotive industries, running multi-million-pound projects and programmes. He was an author of the Association for Project Management (APM) Body of Knowledge edition 6 (BoK 6), and a cited reviewer to the most recent update of the PRINCE2 publication. Ian was also on the technical advisory board for the development of the APM Higher Apprenticeship in Project Management and the update of the APM suite of certifications for BoK 6. He is a regular contributor to Project Manager Today, and a prolific publisher of articles, blogs and webinars on the subject.
Ian is an accredited trainer in PRINCE2, MSP (Managing Successful Programmes), MoP (Management of Portfolios), Programme and Project Sponsorship, APM Project Fundamentals Qualification, and APM Project Management Qualification.
He is passionate about helping organisations prepare for the future – and when he’s not helping organisations transform, Ian reads the latest articles and research on the topic. Maybe he should just get out more instead!
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