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Latest Research
Facts, Findings and Figures
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Turning Knowledge Into Value
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Projects@Work
(May 26)
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Preliminary results from an ongoing research project suggest that it is not the experience and competence of individuals that matters most to project success; rather, it is the team members’ willingness to share and combine their knowledge.
[more]
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2009 PPM Market Dipped 1.5%
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Projects@Work
(May 21)
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After five years of strong growth, the $1.2 billion project and portfolio management market decreased slightly in 2009, according to Gartner.[more]
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R&D Turns to PPM
- by
Janis Rizzuto
(April 26)
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As product development organizations with constrained resources aim to make the most of their product pipelines, they are turning to project portfolio management. And PPM vendors are taking note, adding specialized capabilities to their offerings.[more]
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Social Media PM
- by
Elizabeth Harrin
(April 7)
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How (and how much) is the project management community using social media tools to do their jobs and advance their careers? A recent survey explored these questions.[more]
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Survey Says: Help or Hinder
- by
Projects@Work
(March 29)
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The latest snapshot of project management trends and opinions from the ProjectsAtWork community…[more]
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PMI Funds Eight Research Projects
(February 25)
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The research projects will focus on a range of project management subjects, including cultural perspectives, procurement and sustainability, among others.[more]
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Change Management Changes Results
- by
Janis Rizzuto
(February 24)
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Ignoring the people side of change is perilous — to budgets, timelines and, ultimately, project success. Recent research points to three leading change management success factors, built on a foundation of active executive sponsorship and open communication.[more]
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IT Spending to Rebound in 2010
(February 9)
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After declining 8.2 percent in 2009, IT spending in the United States will grow 6.6 percent in 2010 to $568 billion, according to a new report by Forrester.[more]
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Emotional Intelligence, Empirically
- by
Steven Davis, PMP
(January 6)
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Emotions have great consequences in project settings, and emotional intelligence models and tools can be helpful resources to project leaders. But in order to move beyond theory and concepts, we need direct applications that deliver value, structure and real insight. Here, the author of a two-year study on the subject shares his findings and recommendations.[more]
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