Complex. Uncertain. Dynamic. Fragile. Interconnected. Anxious. Many adjectives and acronyms, such as VUCA, BANI, and RUPT, can describe our world, which is increasingly challenging to decipher. On the one hand, we face pressing climate, social, political, and economic issues and the growing importance of AI as a tool of power and competitiveness. On the other hand, these challenges create opportunities for impactful projects. The broad democratization of knowledge and rapid technological advancements create a unique moment to elevate the project management profession across various domains.
This movement requires more than skilled and well-equipped individuals. The appreciation of project management by stakeholders – including project team members, business representatives, and beneficiaries (such as consumers and society) – is intrinsically tied to the value generated by project outcomes, the efficient use of resources, and the alignment of expectations and interests, which are often divergent or even conflicting. In this context, if project managers are expected to drive seamless execution while delivering valuable outcomes, aligning the definition of success from multiple perspectives becomes imperative to assess their contributions accurately.
The discussion around what defines project success and the factors influencing it has been ongoing for a long time. Considering the software development industry, one example is the notable Chaos Report by the Standish Group, whose initial and widely known version was published in 1994. At that time, this report revealed alarming findings, including that only 16.2% of the projects were successfully completed – based on the traditional triple constraint of being delivered on time, within budget and meeting defined requirements.Since then, the world of project management has undergone multiple transformations, from the rise of the Agile movement in the 2000s to discussions on hybrid approaches. The Iron Triangle has evolved to incorporate factors such as quality, stakeholder satisfaction, and business value. As a result, project managers are increasingly expected to extend their influence beyond execution, positioning themselves as strategic partners within organizations. However, while there is a growing emphasis on the value generated by projects – shifting the focus from outputs to outcomes – project success is often assessed based on the traditional Iron Triangle variables.
PMI’s “Maximizing Project Success” Report: A Milestone for the Profession
In this context, establishing a shared understanding of project success and how to improve its chances is crucial. This is why the Project Management Institute’s initiative to sponsor comprehensive research on this topic is significant for professionals, organizations, and society.
This research was conducted with rigorous methodology spanning multiple sources and phases, including:
• A 50-year literature review of project success studies.
• A review of PMI datasets and knowledge base.
• Qualitative interviews and a global quantitative survey.
• Inputs from the Project Success Insight Team.
• Data modeling and analysis.
For the team, PMI assembled 17 Subject Matter Experts from diverse backgrounds, including academics, authors, thought leaders, and practitioners, and I had the honor of being one of them. The findings were announced at the 2024 PMI Global Summit and later compiled into the “Maximizing Project Success” report, released at the end of the same year.
As a practitioner and enthusiast of project management’s evolution, I believe this report lays strong foundations for a broader discussion of project success, offering valuable insights and potential developments for the future of project management.
The document’s content is inspiring and highly applicable. “Insights to Activate Project Success” sections are also available. Below, I explore some of the key takeaways through the lens of my professional experience:
1. A New Definition of Project Success
PMI proposes a new definition of project success: “delivered value that was worth the effort and expense”. It balances execution with the value of generated outcomes, focusing on the perceptions of intended beneficiaries.
This perspective reshapes how some project professionals should perceive their roles and responsibilities, fostering greater accountability for outcomes, many of which materialize only after project completion.
Thus, the invitation is clear: project professionals must expand their perspective and direct their efforts toward project management success (execution) and project success (value generation).
2. Net Project Success Score (NPSS): A New Project Management Metric
The report emphasizes that, much like “value,” the concept of “success” is inherently subjective. So, PMI proposed the Net Project Success Score (NPSS), introducing a measurable reference and a more objective approach.
The global NPSS is 36, which is calculated as the difference between successful and failed projects (see report for details).
NPSS can help identify stakeholder misalignments and serve as a performance management tool across industries, portfolios, and project types.
3. The Importance of Measurement Systems and Social Impact
The study revealed that projects with well-defined measurement systems are more likely to succeed. Therefore, it is essential to establish a shared understanding of what success means from the project’s onset and track relevant metrics throughout the project lifecycle.
The report also highlights that projects aligned with social impact tend to achieve higher NPSS scores. Specifically, those aligned with at least one of the UN’s 17 Sustainable Development Goals (SDGs) consistently scored above the global NPSS average.
4. Performance Themes and Performance Levers
The study also highlights the significance of Performance Themes and Performance Levers as drivers of project success. Combined, these concepts serve as references to increase project success. The report’s appendix provides a comprehensive list of both, serving as a valuable resource.
Performance Themes are general measurement categories that can be assessed and used as predictors of success, and they may vary depending on the type of project. The top general Performance Themes include sustainability and social impact, quality level, meeting defined requirements, customer satisfaction, employee experience, and safety.
Performance Levers are activities, capabilities, or conditions that can enhance project success. The most significant lever is having a measurement system, followed by caring for team morale, adequate funding to completion, effective resource management, minimum start-up difficulties, and a sound business case.
5. Industry-Specific Challenges and NPSS Variations
The research revealed variations in NPSS across different industries, project types, and funding sources. Understanding these differences, discussing them with the project’s stakeholders, and identifying the underlying factors are essential to improving project success rates.
A Call to Action
This research and report urge us to rethink the role of the project manager – not just as someone who ensures project execution but as a strategic enabler of success, capable of reconciling diverse success perspectives and maximizing the value generated by projects.
While this research has immense possibilities for future developments, we already have a rich reference for evaluating, measuring, and enhancing project success. By incorporating Performance Themes and Levers, embracing social impact, and establishing robust measurement systems, project professionals can elevate their contributions and impact beyond the project’s confines.
Priscila Z. Vendramini Mezzena is a seasoned Project Manager and Product Owner with expertise in architecture, construction, IT, and product development. With an MBA and key certifications (PMP, PMI-ACP, CSM, PSM I, PSPO I), she excels in consulting and leading diverse projects. Passionate about knowledge-sharing, she launched a blog in 2024 and has volunteered with PMI since 2006,
holding leadership roles at PMI São Paulo and was a PMI Project Success Insight Team member. She currently serves as a Women PowerUP volunteer.