A N N UA L R E P O RT

THE STATE OF 
PROJECT MANAGEMENT

2020
This research supports

wellingtone.co.uk
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Contents
Introduction3
Headlines4
About the Participants 6
The Project Management Basics 7
PPM Processes; Value v Difficulty 8
PPM Maturity 9
PPM Software Tools 11
The PMO 13
Project Performance 14
The Future PMO 16
The Future of Work 17
About this Report 18
About Us 19

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Introduction

The State of Project Management is an distributed teams, the benefits of PPM

annual report created, owned and published become more and more valuable.
by Wellingtone with contribution from In writing this report, I was keen to
hundreds of project & portfolio practitioners provide short focused commentary on
from the UK and across the world. the data rather than making you wade
Now in its fifth year, we invited colleagues through pages of text. As a minor point of
from across our project management clarification, where I have used the term
industry to participate and share their insight “Project Management” I have done so as a
into our industry. generic catch all and am referring to project,
programme & portfolio management. The
We asked questions across a number data should speak for itself and although
of important topics including; project it highlights the great successes achieved
management maturity, tools & techniques, by some, it clearly shows there is much
project success rates and PMO maturity. work to be done. There remains significant
opportunity for improvement. I hope this
You are very welcome to share this report report provides the catalyst for you to
with colleagues across our industry. It consider how you can increase your PPM
provides a fantastic insight into the state of maturity and therefore PPM successes.
project management. Most importantly, we
hope this report provides food for thought. Thank you to all those professionals who
Efficient & effective project & portfolio contributed to this important and invaluable
management (PPM) has a significant research data. Please do contact me with
positive impact on any organisation. As your thoughts on the survey and this report.
work becomes more project-centric, with

Vince Hines
Managing Director
[email protected]

wellingtone.co.uk
#WORKSMARTER wellingtone.es 3
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Headlines

One headline trend is the growth of the PMO. 89% of organisations state having one or more PMOs
(50% have more than one). We still find that a quarter of these are relatively new, being less than 2
years old. So what does the typical PMO do?

Well, the top 6 activities include:

> Project status reporting

> Maintaining the portfolio list
> Maintaining the PM methodology & templates
> Facilitating the project approval process
> Providing project management expertise
> Facilitating lessons learned

We have found the PMO is becoming more and more involved in supporting, mentoring or training
those asked to run a project. The PMO is more of a “centre of excellence” providing expertise & guidance
to the organisation as a whole in terms of best practice project management and adherence to the
defined PPM methodology.

Looking into 2020 and beyond most respondents see their PMO getting larger (57%) but the scope of
services increasing at a much higher rate (72%). In line with this, 71% see the perceived value of their
PMO increasing.

Over three quarters of respondents see an increase in the percentage of people needing to gain
project management skills, with similar numbers seeing the volume of work identified as a project
increasing. This is significant.

The role of the PMO and project management will become more and more valuable to organisations.

#WORKSMARTER 4
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PMO Academy
Dedicated to the needs of PMO practitioners at every level, our exclusive PMO Academy delivers a pick and mix
of learning opportunities. Globally, our groundbreaking core courses are the only PMO professional courses
independently Accredited by APM, The Chartered Body for Project Management.

The PMO Academy supports your journey through the PMO career ladder which is aligned to the Wellingtone
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your PMO’s development. Be inspired and create a practical toolbox to support your organisation. These
courses can be delivered as live remote training for both public and client specific.

Core PMO Training Courses

PMO Practitioner PMO Leader Assurance Practitioner

Designed for Practitioners of all Designed for Practitioners of all Specialist course provides a
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PMO. It will develop skills and help PMO. It will develop skills and help required, and tools & techniques
you to bring your unique & best-in- you to bring your unique & best-in- available to design, set up and
class PMO to the forefront of your class PMO to the forefront of your deliver effective and integrated
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#WORKSMARTER 5

www.wellingtone.co.uk - [email protected] - +44 (0) 1753 621 200

 WELLINGTONE

About
the participants
111 organisations across 29 countries
HOW MANY YEARS OF PM EXPERIENCE DO YOU HAVE? YOUR CURRENT ROLE

5 Years or Less Other Project Manager

16% 17% 22%

11 Years or More 6-10 Years PMO Specialist Programme

65% 22% 35% Manager
15%

Portfolio Manager
11%

WHICH QUALIFICATIONS HAVE YOU ACHIEVED? HOW MANY YEARS OF PROJECT EXPERIENCE DO YOU
HAVE?

Other (retired,
student, etc...)
3%
Employee
83%
2 SP P R P) O C) ER Contractor
CE M M NE M P3 Q (I TION
IN I-P IO AP F TI
14%
PR PM CTIT Q ( -P RAC
M
PM AP NCE
A P
PR M-
O P RA
M A SS
U
P A

SIZE OF CURRENT ORGANISATION

10 Employees or Less IT & Related Services
Education
11 - 49 Employees Consultancy
Manufacturing

50 - 249 Employees Health

Local Government
250 - 999 Employees Oil & Gas
Retail

1,000 - 4,999 Employees Central Government

Professional Services
Telecomms
5,000 Employees or more
Charity
Transport & Logistics
Constuction
Utilities

Thank you to all those who participated

from across our profession.
Over 20% of
Respondents tended to be highly
participants have experienced, professionally qualified project
undertaken at least management practitioners from across a
wide spread of industries and geographic
one Wellingtone regions. The average participant is a Project
Professional Manager employed by a large organisation
Course exclusively with at least one professional qualification.

Accredited by the
APM.

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The Project
Management Basics
HOW OFTEN IS A DEFINED METHODOLOGY HOW OFTEN IS A SCOPING DOCUMENT CREATED
APPLIED TO PROJECTS? AS PART OF THE PLANNING STAGE?

Never Sometimes About half Most of the Always Never Sometimes About half Most of the Always
the time time the time time

61 % Mostly or always apply

a defined project
methodology 61 % Mostly or always create
a scoping document as
part of planning

ARE PROJECT SCHEDULES BASELINED SO THAT HOW OFTEN DO PMS ENGAGE IN SOME FORM OF
PERFORMANCE CAN BE TRACKED? PROJECT RISK MANAGEMENT?

Never Sometimes About half Most of the Always Never Sometimes About half Most of the Always
the time time the time time

50 % Mostly or always
baseline their project
schedules 60 % of Project Managers
always or mostly
engage in risk
management

Approximately 60% of projects

mostly or always have a
scoping document, a defined
methodology and undertake risk
management.

There are however significant

numbers of projects that do not
benefit from these basic principles
with 25% sometimes or never
creating a scoping document
& 39% sometimes or never #WORKSMARTER 7
baselining schedules
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PPM Process Value v

Difficulty to Embed
HIGH

Best Targets
Stakeholder Engagement

Risk Management
VALUE

Planning

Change Control Resource Management

Benefits Realisation

Project Sponsorship Project Prioritisation

Lifecycle Governance
Lessons Learned
Project Status Reporting

Portfolio Reporting Cost Management

Progress Measurement
LOW

Document Management
Most Challenging

LOW DIFFICULTY HIGH

Respondents were asked which PPM

Processes added the most value, when done
properly, and which were most difficult to
embed.

This chart combines difficulty versus benefit

data. Those PPM processes in the top left
quadrant should be tackled first.

Build consensus & deliver these before then

reaching out to take on those with higher
difficulty ratings.

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PPM y
M aturit

ARE YOU SATISFIED WITH THE CURRENT LEVEL OF WHAT LEVEL OF MATURITY IN YOU DEPARTMENT?
PM MATURITY IN YOUR ORGANISATION?

Very Somewhat Neither satisfied Somewhat Very Don’t know Level Level Level Level Level
dissatisfied dissatisfied or dissatisfied satisfied satisfied 1 2 3 4 5

35 % satisfied
are somewhat or very
with the current
level of PM maturity 70 % believe the current
level of maturity in
their department is 3 or
more

WHAT LEVEL OF MATURITY ACROSS YOUR

ORGANISATION?

52% of respondents are

somewhat or very dissatisfied
with the current level of PM
Don’t know Level Level Level Level Level
1 2 3 4 5

50 % believe the current

level of maturity across
their organisation is 3
or more
maturity representing a steady
increase since the 45% recorded
in 2016.

This is a significant figure and

demonstrates the growing
recognition of what “good” PPM
looks like.
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Y O U t o m a ke a
Enabling a t u r i t y
g e i n yo u r P P M M
step - c h a n

PMO & P3M3 & Project Management Maturity Assessment

To achieve a new vision for Project, Portfolio and Work Management you first need to understand where you are. Our PPM
and PMO Maturity Assessment combines our expertise as an Axelos P3M3 Consulting Partner with our in-depth data
analysis and expertise.

3. STANDARDISED
All processes are detailed, educated and repeatable; there is a PMO
in place providing guidance and limited education; there is some 5. OPTIMISING
measurement of high-level KPIs which are communicated to direct
Processes are continuously
1. INITIAL management.
reviewed and improved; the
There is no defined
PMO is respected as a centre
processes; there is no
of excellence and provides
PMO team in place or
a career path to project
any measures.
professional: the performance
of both projects and the PMO
is measured and informs
decision-making.

4. MANAGED
2. DEFINED All processes are embedded
and utilised consistently:
There are pockets of excellence there is a dedicated PMO
and some processes but function that enables
application is largely down to the communication, learning
individual: there are defined skills and a culture of change;
xxx within the organisation, not there is a consistent method
necessarily within a dedicated to measure both projects
PMO function; there are no and the PMO to senior
measures in place. management.

PMO MATURITY RADAR

Our independent maturity Project Management
assessment and benchmarking PMO Management Programme Management
provides:  Tools and Technology Portfolio Management
 
Data informed by best practice  
Change Management and
Comparison against extensive benchmark data  Professionalism and Career
Communication
Development
Areas of strength  
Areas to develop  Organisational Benefits Realisation
Practical recommendations and a Governance Management

PPM/PMO Maturity Roadmap 

Reporting Knowledge Management
A case for change 
A baseline from which to assess improvements over Resource Management
Training and Facilitation
time #WORKSMARTER Project and Programme Recovery Audit and Assurance 10
 W E L L I N G TO N E

PPM Software Tools

I HAVE EFFECTIVE TECHNOLOGY TO COLLABORATE ON
INFORMATION PROJECTS

54 %
do not have access to
real-time project KPIs
with 1/3 spending 1
or more days manually collating
project reports.
HOW MUCH TIME DO YOU SPEND EACH MONTH
MANUALLY COLLATING PROJECT STATUS INFO?

4 hours to 1 day

Less than 4 hours

More than 2 days

1 - 2 days

N/A

Teams need tools that flex to the scale WHICH SOFTWARE TOOLS ARE TYPICALLY USED TO
MANAGE PROJECT PLANS (SCHEDULES)?
& complexity of their project work.

25
We use Microsoft
of respondents say they
%
Project, 59.04%

We build a plan using

do not have effective MS Excel, 16.9%

technology to collaborate We use another

planning tool, 12.6%
on informal projects We use PowerPt
or Word, 9.6%

We don’t tend
to use software ,
I HAVE EFFECTIVE TECHNOLOGY TO COLLABORATE ON 1.8%
INFORMATION PROJECTS

WHICH SOFTWARE TOOLS ARE TYPICALLY USED TO

MANAGE PROJECT RESOURCES?
Other 16.3% We don’t tend to use any
software tools, 17.5%

We use an
Enterprise Project We create resource
Management plans using PowerPoint,
solution, 17.47% Word or similar tool,
7.8%

Strongly Agree Somewhat Neither Somewhat Disagree Strongly

Agree Agree Agree no Disagree Disagree We use a Resource
Disagree We create resource plans
Management
solution, 5.42% using MS Excel, 35.5%

Only 23% use a PPM or Resource Management software solution, with many
organisations yet to benefit. Equally, 54% do not have access to real-time
KPIs.

25% report not having the right technology to enable team collaboration on
informal projects, even through this makes up 20% of work time

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Discover the NEW

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reimagined Project for everyone. Manage projects, campaigns, product launches and much more.

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Simple Collaborative Intuitive

Start quickly and work intuitively with Enable all team members to edit tasks Enjoy rich connections with Microsoft
an easy-to-use, coherent visual user simultaneously so you can get more 365*, Teams, OneDrive, and SharePoint
experience shared across Microsoft 365. done together, even when apart. that help you and your teams achieve
more with a common set of familiar
tools.

Features
Choose your view See visualised timelines
Work with your team on the same project Understand the relationships between tasks
using the project view you prefer whether with help from highlighted task paths in a
it’s grid, board, or timeline. timeline view.

Simplify task scheduling Collaborate & communicate easily

Use smart scheduling to easily organize Use Project and Microsoft Teams to
tasks. collaborate on projects, including file
sharing, chats, meetings, and more.

Contact us at: Contact us at:

[email protected] [email protected]

Visit: #WORKSMARTER Visit: 12

aka.ms/projectuk wellingtone.co.uk
 W E L L I N G TO N E

The PMO
The PMO
DOESDOES
YOURYOUR ORGANISATION
ORGANISATION HAVE A HAVE
PMO HOW LONG HAS YOUR PMO BEEN ESTABLISHED?
A OR
PMO OR
PMOs?PMOs?
Don't
No, 9.9% know, 1.2%

Yes - Multiple,
49.40%

Yes - 1 x PMO,
39.5%

89% of organisations
Don’t know N/A Less than
2 years
2-4
years
5-6
years
7-10
years
have 1 or more PMOs

89 26
HOW LONG HAS YOUR PMO BEEN
26% of these are of less
% of organisations have
ESTABLISHED? 1
or more PMOs %
than 2 years old
these are less than 2
years old
30.0%

25.0%

20.0%
% of Participants

WHICH ACTIVITIES ARE UNDERTAKEN BY YOUR PMO?

15.0%

10.0%

5.0%
Project Status reporting

Which
0.0%
Don’t know N/A Lessthe
Maintaining thanproject
2 2-4 years 5-6 years
list / portfolio 7-10 years
years
of these
Maintaining the PM methodology & document templates
WHICH ACTIVITIES ARE UNDERTAKEN BY YOUR PMO? activities
Facilitating project approval processes Which of these are in your
Project status reporting activities are in PMO Service
your PMO Service
Providing Project Management expertise
Maintaining the project list / portfolio
Catalogue?
Maintaining the PM methodology &Facilitating Lessons Learned
document templates
Catalogue?
Facilitating project approval processes
Project Assurance
Providing project management expertise

Training
Facilitating Project
lessons Professionals
learned

Project Assurance
Resource management / planning
Training project professionals

Resource
Ownership of management
enterprise project /management
planning tools
Ownership of enterprise project management tools
Facilitating gate reviews for in-flight projects
Facilitating gate reviews for in-flight projects

Mentoring project professionals

Mentoring project porfessionals
Facilitating cross project dependency management
Facilitating cross-project dependency management
Facilitating priority scoring of proposed projects

Provisionscoring
Facilitating priority of Project
ofManagers
proposed projects
Facilitating post project benefits tracking
Provision of Project Managers
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Facilitating post project beneficts tracking

89% of organisations now report having one or more PMO’s,

increasing steadily
89% of organisations from 71% reported in 2016. Once again we see
now report
having one“benefits
or more tracking”
PMO’s,as the least likely to form part of PMO scope and
increasingstatus reporting
steadily fromonce
71%again claiming top spot. Automation through
reported inMS Project Online can eliminate report collation time, enabling the
2016.
PMO to focus on higher value activities
Once again we see “benefits
tracking” as the least likely to form
part of PMO scope and status
reporting once again claiming
top spot. Automation through MS
Project Online can eliminate report
collation time, enabling the PMO #WORKSMARTER 13
to focus on higher value activities.
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Project
formance
Per

HOW OFTEN ARE PROJECTS COMPLETED HOW OFTEN ARE PROJECTS COMPLETED
ON TIME? ON BUDGET?

Not Never Sometimes About Half Most Always Not Never Sometimes About Half Most Always
Tracked the Time of the Time Tracked the Time of the Time

29 % of organisations mostly
or always complete
projects on time 43 % of organisations mostly
or always complete
projects on budget

HOW OFTEN DO PROJECTS DELIVER WOULD YOU SAY YOUR ORGANISATION HAS A
THEIR FULL BENEFITS? TRACK RECORD OF SUCCESS?

Not Never Sometimes About Half Most Always Not Never Sometimes About Half Most Always
Tracked the Time of the Time Tracked the Time of the Time

40 % of organisations mostly
or always deliver the
full benefits of their
projects
47 % say their organisation
has a track record of
project success

#WORKSMARTER 14
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Project
Performance
These challenges might look familiar. Is your organisation running the right projects in the
right way? “Attempting to run too many projects” has finally knocked “poorly trained PMs” off
the top spot.

“Poor resource management” has steadily moved up the rankings and now takes 3rd place.
A successful deployment of a PPM solution tackles these challenge head on, but needs to
be undertaken with proper consideration.

WHAT ARE THE LARGEST PROJECT MANAGEMENT CHALLENGES

IN YOUR ORGANISATION?

Attempting to run too many projects

Poorly trained Project Managers

Poor resource management

Ineffectively implement PPM Solution

Inconsistency in approach

Poorly trained Project Sponsors

Lack of planning skills

Poor risk management

Lack of appropriate software

Lack of visibility of project status

Lack of senior management support

Frecuent changes to scope

Doing the wrong projects (lack of strategic alignment)

Poor project selection process

Lack of governance

A lack of project funding

“Let’s focus on the priority “Let’s train our PMs & “Let’s implement a PPM
projects. We’re trying to do Sponsors to give them a solution properly to enable
too many!” fighting chance!” resource management!”

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THE FUTURE
PMO
THE FUTURE PMO: SIZE (PEOPLE) THE FUTURE PMO: SCOPE & RESPONSIBILITIES

57 % PMO will increase in headcount,

up from 43%, 39% & 36% in
previous years (2019 – 2017) 72 % PMO will increase in scope &
responsibilities, up from 61%,
56% & 54% in previous years
(2019 – 2017)

THE FUTURE PMO: PERCEIVED VALUE

The Future PMO will have
increased scope of work
and responsibilities but
proportionally a smaller
increased headcount.

If PMOs are to take on this

challenge, then they need to
become more efficient through
automation. The deployment of
Microsoft Project Online is one
way to achieve this automation
bringing benefits such as real time
71 % PMO will increase in perceived
value, up from 55%, 51% & 46%
(2019 – 2017)

KPIs & the elimination of manual

report creation.

#WORKSMARTER 16
 WELLINGTONE

THE FUTURE OF
WORK
Percent of respondents that Percent of respondents that
believe that project work believe that more work will
will increase be organised around small
informal teams

68% 56%

Percent of respondents that Percent of respondents that

believe people will need believe more people will work
more project management from home
skills

78% 74%

Percent of respondents that

believe the use of team
collaboration tools will increase

75%

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About this Report

Wellingtone defined a series of 40 questions

relating to project management.

These questions were then used to build

an online survey. Project Management
professionals from across all industries
were invited to participate by completing
the online survey. The survey was
publicised internationally and was open for
participation through the end of Q4 2019.

Vince Hines, Managing Director, Wellingtone

is the Author of this report, created based
on the data collected from the survey.
Respondent specific survey data is kept in
strictest confidence.
This report has been anonymised and
includes trends, averages and totals data.
Anonymised data was shared with University
College London to further their research in
project management.

Wellingtone does not share respondent

specific data. Wellingtone Limited is
registered in accordance with the Data
Protection Act 2018.

wellingtone.co.uk
#WORKSMARTER wellingtone.es 18
 g yo u to
Takin tu re of
th e Fu t
n ag e men
o r k M a
W
wellingtone.co.uk
wellingtone.es

Established in 2001, we work with organisations of all sizes

and industries enabling them to make a step change in PPM
maturity.

Globally we are the only organisation that is both a Microsoft

Gold Partner with the PPM specialisation and an Accredited
Training provider with the Chartered Body for Project
Management, the Association for Project Management.

We have developed more specialist PPM training courses that

have been independently Accredited by the APM than any
other organisation

Our groundbreaking courses, industry leading publications and

reputation set us apart. Contact us, we would love to hear from
you

Our Locations
Our corporate head office is in the historic Royal town of Windsor.

Our clients are global; beyond our European home, as far afield as Dubai, Hong Kong & Costa Rica. We are a multi-cultural,
multi-language consultancy with native speakers in English, Spanish and Portugese.

United Kingdom Ireland Spain

Wellingtone Limited Wellingtone Limited Wellingtone Project Management S.L.

St Stephens House 20 Harcourt Street C/Henri Dunant 17
Arthur Road Suite #116 28036
Windsor, SL4 1RU Dublin, D02 H364 Madrid
Contact
Information
Wellingtone Limited
St Stephen’s House
Arthur Road
Windsor
Berkshire
SL4 1RY

+44 (0) 1753 621 200

+34 91 133 14 62
wellingtone.co.uk
[email protected]
[email protected] wellingtone.es