It was encouraging to see that the use of hybrid approaches was encouraging and that there was recognition that there was no significant project success difference in using any approach (predictive, adaptive, hybrid) so long as it fits the context of your project.
The only thing which surprised me is that while the report correctly highlighted the importance of investment in capability building as a key enabler for project performance, there was no mention of the criticality of removing common organizational impediments such as taking on too much concurrent work. Hopefully a future Pulse report takes a more holistic view of common enablers and blockers.
What are your thoughts on the findings in the report? Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Kiron, the report definitely shows that more organizations are adopting a Hybrid Approach BUT was surprised that the percentage for Construction was only 37% .Hybrid and 76% Predictive. Most construction organizations I know are adopting the Hybrid Approach and customizing their WoW.
The other thing that surprised me was "Work location doesn't impact performance". Well, I have hard time wrapping my head around this because while it could be true for some industries, yet, it's not for others like Construction where work location does affect performance. Imagine a PM managing a construction project remotely.
Overall, I believe the report is great but I also think PMI should expand their survey circle and sample size from all industries in order to have more accurate evidence-based results! Saving Changes...
The widespread use of hybrid in PM today is almost a given or a necessity so that was validating. An exception would likely be small and straightforward projects with few unknowns.
Investing in team member / group capability building to enable workforce/project team performance is also confirming. With the bulk of my background being in workplace/organizational learning and training, continuous learning and opportunities to apply new knowledge and skills, looms large. Other organizational barriers beyond too much work include lack of time and/or budget, lack of approval, dynamic schedules and shifting priorities.
Agreed, "location, location, location" - it's important and so is context. Informal project learning opportunities are often situation (i.e. watercooler proximity based). That's hard to replicate when you are 50-100% remote and are limited to pre-planned meetings/calls, emails or instant messages. Building close working relationships is often easier and more intuitive with at least some time in person, especially at the beginning of a project. Saving Changes...
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