It was finally show time. Nearly 400 attendees of the PMI Research Conference were joined by a slew of virtual visitors who logged on to watch as Janice Thomas, Ph.D., and Mark Mullaly, PMP, delivered one of the most anticipated presentations at the event.
The two principal researchers of PMI's Researching the Value of Project Management quickly got down to business. And then Dr. Thomas gave the statement everyone was waiting for.
"I can state unequivocally that project management delivers value," she said.
Across the board, companies of all types and from nearly every corner of the world see the value of project management. Sometimes the benefits were tangible; sometimes they were intangible. And most organizations seemed to be satisfied with that.
That was the big news for me, but we're just getting started. Dr. Thomas provided just a hint of the broad range of data available when she briefly discussed the case studies. The examples covered everything from a Canadian utility that adopted project management in 2000 to a Chinese construction company forced to implement the discipline in order to secure World Bank funding.
But--oh, come on, you knew there had to be a "but"--the missing element is ROI. It turns out most organizations don't track their investment. And that obviously makes it difficult to determine the return on investment.
The two principal researchers of PMI's Researching the Value of Project Management quickly got down to business. And then Dr. Thomas gave the statement everyone was waiting for.
"I can state unequivocally that project management delivers value," she said.
Across the board, companies of all types and from nearly every corner of the world see the value of project management. Sometimes the benefits were tangible; sometimes they were intangible. And most organizations seemed to be satisfied with that.
That was the big news for me, but we're just getting started. Dr. Thomas provided just a hint of the broad range of data available when she briefly discussed the case studies. The examples covered everything from a Canadian utility that adopted project management in 2000 to a Chinese construction company forced to implement the discipline in order to secure World Bank funding.
But--oh, come on, you knew there had to be a "but"--the missing element is ROI. It turns out most organizations don't track their investment. And that obviously makes it difficult to determine the return on investment.
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