The impact of working models and enablers on project work

Based on the results of a global survey of 2246 project management professionals, the "Pulse of the Profession 2024" report from the Project Management Institute (PMI) offers comprehensive insights into the latest developments and challenges in the field of project management. A central topic of the report is the examination of the effects of different working models - on-site, remote and hybrid - on project success. The report shows that the place of work has no significant influence on project performance. More decisive than the place of work are the flexibility and consistency in the application of the chosen project management methods. Data from the survey shows that projects can be completed equally successfully regardless of the place of work.

Specifically, the use of hybrid management frameworks has increased by 57.5 percent worldwide since 2020. However, the specific approach is less crucial than the adaptability to the respective project requirements and environments. Organizations that consistently follow a specific approach achieve slightly better results on balance, which indicates better adaptation and implementation.

The report also highlights regional differences. In the MENA region (Middle East and North Africa), 72 percent of organizations use traditional, linear project management methods, while hybrid and agile approaches are most common in South Asia. In North America and Europe, flexible working models that enable a mix of remote and on-site work are increasingly being used.

MI predicts that the ability to work flexibly and adapt quickly to new requirements will be crucial to project success in the future. Organizations that invest in developing their project management methods and supporting their teams will be more successful in the long term. The report also shows that the future of project work lies in combining different management approaches and working models to achieve optimal results.

Key to higher project performance

Another key aspect of the report is the importance of supporting programs and resources, so-called "enablers", for improving project performance. The most important enablers include coaching and mentoring, training on new ways of working, communities of practice for knowledge transfer, training on resilience and management change or the establishment of special communication channels for employees to ask questions about changes. Companies that provide at least three such enablers report significantly higher success rates for their projects.

Of course, the report also provides specific figures that underline the importance of these enablers. In the energy sector, for example, training on new ways of working increases project performance by 76.9 percent and in the financial sector by 70.9 percent. Overall, however, less than half of the companies surveyed (47%) rely on the enabler "training in new ways of working", although the success rate increases by 76.6% when it is used. So there is still a lot of room for improvement here, although this also applies to the other enablers. No single enabler is used by more than 48% of the companies surveyed, with coaching and mentoring at 48%, ahead of training on new ways of working at the aforementioned 47%.

Finally, let's take a brief look at the tools that project professionals always or at least very frequently use. Software for document management (Sharepoint, Google Drive) and collaboration tools such as MS Teams, Slack or Miro are in the lead with 83% and 81% respectively. Budgeting tools such as QuickBooks or Excel (75 percent) are followed by project management software such as MS Project, Asana, Trello, Jira, Basecamp, Smartsheet or Wrike, which are used by 66 percent.

Flexible working models and enablers as recipes for success

In summary, the Pulse of the Profession 2024 report provides valuable insights and recommendations for action for project managers and organizations looking to evolve their project management practices and adapt to the changing world of work in order to be successful in the long term. The ability to work flexibly and implement supportive programs is seen as critical to future project success.

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