Le Manh, Pierre, Dabscheck, David, Simpson, Adam, Temes, Peter, Shehhi, Heba Al, Balushi, Zahra Al, Jindong, Zhang, Li, Zhiguang, Jiang, Feng, Garro, Felipe, Singh, Deeksha, Ojekhekpen, Festus, Guha, Avroneil, Montgomery, Olivia, Metpally, Forum, Kapoor, Vikki, Griffiths, Mike, Mathur, Mohit, Aguiñaga, Garé Avelar, Srinivasan, Krishnan and Dacre, Nicholas (2024) Pulse of the Profession 2024: The Future of Project Work Project Management Institute 41pp.
Abstract
PMI’s 15th annual Pulse of the Profession® report focused on the adoption of project management approaches and their evolution over the past years. We also explored the impact of onsite and remote types of work arrangements on project delivery and project performance. We can confidently say that project management's future success is defined by adaptability to the changing environment, which constantly brings new challenges to achieving top project performance. Organizations that take the lead in adapting to the evolving landscape of work, empowering their project teams, and investing in continuous learning can not only become more resilient to the impact of frequent changes but will also thrive and unlock their full potential. As the future of work changes, preferences for project management approaches are changing as well. Our research shows that organizations have shifted toward flexible, fit-for-purpose project delivery practices as they face new challenges and requirements driven by postpandemic effects and increased digitalization. In fact, the use of these hybrid approaches has increased from 20% in 2020 to 31% in 2023. Today’s project management professionals are also dealing with other significant changes to conventional ways of working. For example, the pandemic accelerated the adoption of “work from anywhere” arrangements. Today, approximately 61% of project management professionals work remotely at least some of the time. The Pulse of the Profession findings offer compelling evidence that organizations can provide flexibility and empowerment without affecting project execution and performance. In fact, our research shows that project teams perform equally well using predictive, hybrid and agile project management approaches and within onsite, hybrid and remote work arrangements. Our research also offers insights into how organizations can drive above-average project performance by providing resources that further enhance employees’ skills and capabilities, enabling them to adapt to different project and business circumstances, challenges and needs. Equipping employees with the right skills and empowering teams with flexibility can drive stronger innovation, agility and efficiency. Organizations that provide supportive programs (we call them enablers), such as mentoring and communities of practice, to help individuals and teams learn new skills demonstrate better project performance. In fact, there was an 8.3% percentage point increase in project performance among organizations that offer at least three of these resources versus those that offer none.
More information
Identifiers
Catalogue record
Export record
Contributors
Download statistics
Downloads from ePrints over the past year. Other digital versions may also be available to download e.g. from the publisher's website.