2026+职业脉搏：复杂项目成功之道-从任务管控走向系统驾驭+Pulse+of+the+Profession+2026

PulseoftheProfession⑧2026

DrivingSuccessinComplexProjects

FromNavigatingTaskstoNavigatingSystems

Project

ManagementInstitute.

Foreword

Eachyear,PMI'sPulseoftheProfession⑧research

captureswhatprojectprofessionalsaroundthe

worldareexperiencing.Thisyear,ourkeyfindingwasconsistentacrossindustries,geographiesandorganizationsizes:complexityisincreasingand

changingthenatureofprojectwork.

In2025,ourMaximizingProjectSuccessresearch

reframedwhatitmeansforaprojecttosucceed.Frommeetingthetime,budgetandscopeconstraintstowardvalueandimpactcreation.Shortlyafter,weintroduced

M.O.R.E.—acallforactionforprojectprofessionalsto

raisetheiraccountability,expandtheirinfluenceanddeliverresultsthatmattertotheirorganizations.Botheffortspointedtothesameunderlyingchallenge:inconditionsdefinedbyrapidchange,interdependence

anduncertainty,projectsdemandintentionalityand

rigortodelivervalue.

Thisreportisaboutjustthat.Itexploreswhere

complexitycomesfromandhowitimpactsprojects

whenitgoesunaddressed.Thereportprovidesinsights

intowhatthemosteffectiveprojectprofessionals

dodifferently,andthatonecoredistinctionmatters:

complexityisnotsimplydifficultystemmingfrom

complications.Adifficult,complicatedprojectcanbesolvedwitheffort,expertiseandtherightresources.Acomplexprojectrequirestheabilitytosense,adaptandrespondasconditionsshiftinwaysthatweren'tanticipatedattheoutset.

Whatseparateshighperformersisn'tthattheyfacelesscomplexity.It'sthattheyrespondtoitdifferentlybysensingandadaptingratherthanplanningand

controlling.ThatorientationiswhatM.O.R.E.isdesignedtosupport,anditiswhatthisreportisdesignedto

helpyoubuild.

PierreLeManh,PMP

President&CEO

ProjectManagementInstitute

Contents

Foreword 2

KeyTakeawaysandResearchInsights 4

Introduction 5

WhereComplexityComesFrom:ThreeDimensions 8

WhatComplexityDoestoYourProjects 16

ComplexitySolutions:WhatYouCanDo 18

Conclusion 25

Acknowledgments 26

Appendix 27

KeyTakeawaysandResearchInsights

Project

Complexity

Effectsof

Complexity

Proven

Practices

Projectcomplexitydoesnot

comefromasinglesource;it

emergesfromtheinteractionoforganizational,environmentalandhumandynamics.

Nearlyhalfofprojectprofessionals

(48%)citefastertechnologyand

toolcyclesasadriverofcomplexity,highlightingonewaytheseforcesarereshapingmodernprojectwork.

Theeffectsofcomplexitymanifestinprojectsinwaysthatreducevalueanddrain

resources.

Incomplexprojects,61%ofprojectprofessionalsreportexperiencingsomeformofvaluelossasaresultofcomplexity.

Provenpracticescandrivegreatersuccessincomplexprojects.

Fromsponsoralignment,to

stakeholderengagement,tobuildingteammomentum—aselectsetofcoreprojectskillshavetheabilityto

mostcomplexprojects.

movetheneedleoneventhe

Introduction

Organizationsfaceconstantpressuretoreinvent.ThelatestCEOresearch¹fromPMIfoundthat93%ofCEOssaytheirorganizationsmustrethinktheiroperatingmodelsatleasteveryfiveyears,and65%saytheymustdosoeverytwoyearsormore.ThetopdriversforthatchangeareAlandautomation(citedby72%ofCEOs),marketandeconomicpressures(48%)andgrowingcompetition(41%).

Projectsarethevehiclesthroughwhichthistransformationandreinventionhappen—andcomplexityisthefrictionthataccumulateswhenthepaceofchangeand

interdependencestrainstheorganization'sabilitytoadapt.Thesameforcesthatpromptreinvention—rapidtechnologychange,marketvolatilityandgeopoliticalinstability—alsomakeindividualprojectshardertoplan,executeandsustain,independentofanyorganization-widechangeinitiative.

MaximizingProjectSuccess²researchfromPMIdefinessuccessfulprojectsas

thosethatdelivervalueworththeeffortandexpense.Ifnothandledwell,complexitypressuresonbothsidesofthatequationincreasethepotentialforvalueerosionandpoorstrategicalignment,aswellascostandeffort.

Thetraditionalmanagementsystemisno

longerfitforpurposetohelporganizations

reallynavigatethespeedandcomplexityoftheenvironmentwithinwhichwerenowoperating.

MichaelLurie

chiefcatalystofficer,Bayer,U.S.A.

ComplexProjectsToday:2026PulseoftheProfession®

Aboutathird(31%)ofcomplexprojectsfailtoachievethe

fullscopeoftheiroriginallyintendedbenefits,accordingtothelatestPMIPulseoftheProfession®research—morethantwicethe12%³ratereportedinour2024MaximizingProjectSuccessresearch.

OurPulseoftheProfession⑧researchrevealstheubiquityofcomplexity:97%ofprojectprofessionalssaytheymanagedatleastonecomplexprojectinthepastyear,withover

halfclassifyingthoseprojectsassignificantlycomplex.

Additionally,projectprofessionalsreportthatcomplexityisincreasing:81%sayprojectshavebecomemorecomplexinrecentyears,with37%describingasignificantincrease.Theforcesdrivingthisincreaseincludetherapidevolutionoftechnology,navigationofmultiplestakeholdergroupsacrossfunctionsandgeographies,andinstabilityinthe

politicalandregulatoryenvironments—forcessimilartothosedrivingCEOstoreconsidertheiroperatingmodels.

Whyisthisimportant?Becausefourinfivecomplex

projectsexperiencesomefalloutdrivenbycomplexityinwaysthataren'talwaysimmediatelyapparent:strategicdrift,diminishedvalueandteamsslowlyburningout.

Whilecomplexitypervadesmodernprojectwork,itsimpactcanbemitigated.Ouranalysisshowsthathighperformers(thosewhoseetheircomplexprojectperformhigher

thanaverage)don'tfacefewercomplexitychallenges;

theyrespondtothemmoreeffectivelybyapplyingfamiliarprojectmanagementpracticeswithintentionandforesight.Highperformersalignstakeholdersearly,engagethem

strategicallyovertime,keepteamsmovingthrough

uncertaintyandusestructuredapproachestoanticipate

andinterpretemergingchallenges.Indoingso,theylook

beyondexecutiontoprotectthevaluetheprojectismeanttocreateandthispaysoff.Projectsthatmanagecomplexityeffectivelyarefivetimesmorelikelytosucceed.Eighty-eightpercentofprojectswereratedextremelyorverysuccessfulwhenteamswerehighlyeffectiveatmanagingcomplexity,comparedwithjust14%whenteamswereonlyslightly

effectiveorineffective.

Thisreportexploresthelandscapeofprojectcomplexitytoday:whereitcomesfrom,whatitdoestoprojectsandhowproactiveprojectprofessionalscannavigateit.

+31%

Percentageofcomplexprojectsthatfailto

achieveoriginallyintendedgoals

◎DEEPDIVE

WhatDoWeMeanbyProjectComplexity?

Notallchallengesareasignofcomplexity,whichdiffersfrom“complicated”ordifficult.

Acomplicatedproblemhasmanyelementsbuttheirrelationshipsareknowable.Complicatedsystemscanbeunderstoodand

resolvedwithexpertise.

Complexproblemsaredifferent—theyalsohavemanyelements,buttherelationshipsamongthoseelementsareunpredictable.

Complexsystemsevolvethroughinteractions,andnavigatingthemrequiressensing,experimentationandadjustment—notafixed

plan.

Ourdefinitionofcomplexityreflectsthesedistinctions:

Bycomplex,wemeantheinherentqualitythatariseswhenmanyinterdependentelements—suchastasks,stakeholders,

technologiesandexternalinfluences—interactindynamicand

oftenunpredictableways.Thechallengecomeslessfromeffortorexpertiseandmorefromadaptation,emergenceand

interdependence—itrequiressensingandresponding.

WhereComplexityComes

From:ThreeDimensions

>THREEDIMENSIONSOFCOMPLEXITY

1OrganizationalDimension

EnvironmentalDimension

HumanDimension

3

BasedonPMIresearchintohowprojectprofessionalsareexperiencingcomplexitytoday,thisreportoffersasimplifiedlenstoidentifythedimensionsofcomplexityintheirprojects:organizational,humanandenvironmental.Thisframinghelpsproject

professionalsquicklyidentifywherethefrictioniscomingfrom:insidetheprojectororganization,outsidetheorganizationoramongpeople.

Inshapingthismodel,wealsodrewonabroadrangeofacademicresearch,practiceguidanceandrelatedprofessionalperspectivesoncomplexity.Toprovidemore

granularityanddepthoncomplexity,includingprojectcharacteristicsthatcause

complexityandtypesofprojectcomplexity,PMIisdevelopingtheupcoming

NavigatingComplexity:APracticeGuide—SecondEdition.Forprojectprofessionalswhowanttoexplorefurther,thereisasubstantial,decades-longbodyofacademicliteratureoncomplexitythatoffersvaluableinsightintothedynamicsofcomplex

systemsandchangesacrossmultipledisciplines.

TheOrganizationalDimension

Organizationalcomplexity,whichalignswithmanydefinitionsofstructuralcomplexityintheliterature,istheinternalfriction:uncleardecision-makingauthority,siloedteams,competingprioritiesandmisalignedobjectives.Organizationalcomplexitycreates

coordinationchallengesacrossteams,vendorsandgovernancestructures.These

challengesscalewithsize-amongprojectprofessionalsinthelargestorganizations(100,000ormoreemployees),91%reportincreasingcomplexity,comparedwith78%inorganizationswithfewerthan500employees(seeFigure1).

Whatdoesthislooklike?Escalationstakelonger,approvalsstallinhiddenlayersand“whoownsthis?”becomesarecurringquestion.Whenyoumaptheissue,thebottlenecksoccurinstructure,governanceandalignment.

Figure1:CoordinationChallengesAcrossTeams

OrganizationswithOrganizationswith

fewerthan500100,000ormore

employeesemployees

13-pointgap:

Challengesscale

withsize

TheEnvironmentalDimension

Environmentalcomplexityistheexternalforces—Al,digitaltransformation,regulatoryflux,geopoliticalshifts,supplychainandthird-partycollaborators—thatimpacttheprojectfromoutsideandoftenreshapethecontextfasterthanteamscanplanfor.

Environmentalcomplexitybringsexternaldisruptions—fromregulatorychangestomarketvolatility—thatripplethroughprojectplans.

Seniorleadersciteenvironmentalfactorsmoreoftenthanprojectprofessionals

(seeFigure2),indicatingthatseniorleadersareoftenfocusedonexternalforces,whereasprojectteamsaremorefocusedonthedailyprojectrealities.Thisgap,andthedifferingperspectivesthatleadtoit,cancreatefrictionwhentryingtoexecuteonstrategicpriorities.

Whatdoesthislooklike?Thebroadercontexttheprojectsitsinisunstableandprojectprofessionalsmustcontinuouslyadjustasaresult.Requirementsorscopechangenotbecausestakeholderscan'tdecide,butbecausetheworldaroundtheprojectischangingfasterthantheoriginalplan.Emergingtechnologies,suchasAlsolutions,resetexpectationsonspeed,costorscope.Marketshiftsorgeopoliticaleventsforcearethinkofwhat“value”lookslike.

10

11

TheHumanDimension

Humancomplexityisthesocialandcognitivedimension:howthedynamicsamong

thepeopleinvolvedimpactdecision-makingandteamconfidence.Humancomplexityintroducescompetingincentives,politicsandrelationshipdynamics.

Whatdoesthislooklike?Decision-makersavoidcommitment.Teamssecond-

guessdirection.Psychologicalsafetybecomesastretchratherthananexpectation.Scopechangesarrivenotbecauserequirementsareunclear,butbecausepolitical

dynamicsamongstakeholderskeepshiftingthem.Navigatingthisdimensionrequiresemotionalintelligence,influenceandtheabilitytobuildcoalitions—capabilitiesthat

nomethodologyinstallsautomatically.

Inreality,organizational,environmentalandhumancomplexityofteninteract:

Aregulatoryshift(environmental)triggersnewinternalapprovals

(organizational),whichincreaseanxietyandmicromanagement(human).

Economicuncertainty(environmental)createspressuretoreducecostswhilestilldeliveringtheoriginalobjectives(organizational),resultinginstrainon

teammorale(human).

12

WhatIsDrivingIncreasingComplexity?

Complexityisrisingacrosstheboardbutitsdriversarenot

uniform-andwhereyousitshapeswhatyousee(seeFigure2).

Seniorleadersandprojectprofessionalsarenavigatingthe

sameenvironmentbutdiagnosingitdifferently.Leaderspoint

outward—totechnologycycles,Aldisruptionandregulatory

volatility.Projectprofessionalsseetheseforceswhentheyimpacttheproject,manifestingasshiftingscope,conflictingpriorities

andcoordinationbreakdowns.Thisisn'tadisagreementaboutwhatcomplexityis—it'sadifferenceinperspective.Butwhenthediagnosisdoesn'talign,theresponseoftendoesn'teither,resultinginthestrategy-executiongapthatCEOsnameastheirtopchallenge.9Bridgingthatdividerequiresasharedvocabularyandrecognitionthatbothperspectivesarepartialviewsofa

largersystem.

Figure2:WhyComplexityisIncreasing:WhatProjectProfessionalsandSeniorLeadersSay

ProjectProfessionalsDSeniorLeaders

Fastertechnologyandtool

cyclescreatingconstantchange

Morestakeholdersinvolved

acrossfunctionsorgeographies

Takingonaleadershiprolewithmoredecision-makingauthorityandmorecomplexprojects

DigitaltransformationandAladoptionareintroducingnewuncertainties

Political,economicor

regulatoryinstability

Higherstakeholderturnoverandleadershipchurn

Distributedorhybridworkismakingalignmentharder

Globalsupplychainfragilityandinterdependence

45%

44%40%

44%40%

40%

47%

30%

38%

27%

27%

22%

29%

17%19%

57%

(7-point

+8(8-point

0

(0-point

+12

(12-pointgap)

-4

(4-pointgap)

-4

(4-pointgap)

+7

gap)

gap)

gap)

+7

(7-pointgap)

+2

(2-pointgap)

13

Acrossindustries,overhalfofprojectsareviewedascomplex,buttheforcesthatdriveincreasingcomplexitydiffer(seeFigure3,4).

ForIT,telecommunications,automotive,aerospaceandhealthcare,theprimarydriveristechnological:relentlesschangecyclesthatoutpacegovernance.

▶Forfinancialservices,consultingandtransportation,theprimarydriveristheuncertaintyintroducedbydigitaltransformationandAladoption.

▶Governmentstandsapart:Political,economicorregulatoryinstabilityisitsdefiningpressure,reflectinghowthoroughlypoliticalvolatilityshapesprojectconditionsfromtheoutsidein.

▶Formanufacturing,constructionandenergy,thedominantforceisinternal:Projectprofessionalsinthesesectorspointtoevolvingleadershipdemandsandexpandingdecision-makingresponsibilityastheprimarydrivers,signalinganorganizationalandworkforceevolutionrunningalongsidethetechnicalone.

Understandingwherecomplexityoriginates-andwhatisfuelingitsrapidgrowth一empowersprojectprofessionalstodiagnosedisruptionsandrespondstrategically.

Figure3:ProjectComplexityFrequencybyIndustry

Training/Education

45.7%Transportation

48.3%

Automotive

53.2%

Construction

53.3%

Information

Technology

54.2%

Aerospace

Manufacturing

55.0%

60.8%

Energy

60.5%

Government

58.0%

FinancialServices

60.1%

Consulting

54.4%

Telecom

59.9%

57.8%

Healthcare

14

Figure4:DriversofComplexitybyIndustry

ComplexityIncreasesDrivenbyEnvironmentalFactors

Industriesshapedbyrapidchangeorregulation

facerisingcomplexityfromexternal

andtechnologicalforces

Fastertechnologyand

toolcyclescreatingconstantchange

InformationTechnology

·Telecom·Automotive

·Aerospace·Healthcare

Digitaltransformationand

Aladoptionintroducing

newuncertainties

FinancialServices

·Consulting

·Transportation/

Logistics/Distribution

Political,economicorregulatory

instability

Government

ComplexityIncreasesDrivenbyOrganizationalFactors

Peopleandcoordination-heavy

sectorsgrowmorecomplex

asstakeholdernetworksexpand

Morestakeholdersinvolvedacrossfunctionsorgeographies

Training/Education

ComplexityIncreasesDrivenbyHumanFactors

Decision-intensiveindustries

facegreatercomplexityasleadershipandprojectdemandsincrease

Takenonaleadershiprolewithmore

decision-makingauthorityand

morecomplexprojects

Manufacturing·Construction

·Energy

DEEPDIVE

SystemsThinking:SeeingtheBiggerPicture

Systemsthinkingisalens.Projectprofessionalswhouseittreattheirprojectasawebofinterdependenciesratherthanalistoftasks.Thispreciselytargetsthe

natureofcomplexity—thedynamicandoften-

unpredictableinteractionofmultipleorganizational,

environmentalandhumanelements.

Academicresearchreinforceswhythismatters.In

aPMIThesisResearchwhitepaperoninternational

developmentprojects,5researchersNhlabatsiandlkafoundthatcomplexityfactorsareinterdependentandconnected,andthateffectivenavigationrequiresanintegratedviewoftheproject.ResearchbyMaylorandcolleagues⁶alsofoundthatthemostconsequential

complexityinprojectsliesnotintechnicalstructurebutintheinteractionsamongstakeholders,prioritiesandshiftingexpectations.

Despitethevalueofthiscapability,however,only23%ofprojectprofessionalsinoursurveyidentifysystemsthinkingascriticalfornavigatingcomplexity.

Applyingsystemsthinkingdoesn'trequiremasteringtheory.Itstartswiththinkingmorebroadlyabout

yourproject.Insteadoffocusingonlyontasks,

deadlinesanddeliverables,lookattherelationships,assumptions,dependenciesandfeedbackloopsthatinfluencehowsuccessfullytheprojectisprogressing.

Askthesequestions:Whatisreallygoingonhere?Whoandwhatareinfluencingtheproject?Howisthesituationchanging?Askinggoodquestionscanhelpyoubegintheprocess.Infact,youmayalreadybeapplyingsystemsthinkingwithoutrealizingit—whenyouspotahiddendependencyorconsiderdownstreamimplications.

ThePMIvisionfortheprofession,M.O.R.E.⁷一

managingperceptions,owningsuccess,relentlesslyreassessingandexpandingperspective—aligns

closelywiththeprinciplesofsystemsthinking.

Keepingthesefourelementsinmindcanhelpyouapplysystemsthinking.

16

WhatComplexity

DoestoYourProjects

Thethreedimensionsofcomplexitydescribetheunderlyingforcesshapingmodernprojects,butcomplexityrarelypresentsitselftoprojectprofessionalsinthoseterms.Instead,complexityappearsthroughtheeverydaychallengesofprojectexecution:

requirementsthatshiftmidstream,stakeholderswhodisagreeonpriorities,vendorsthatstruggletointegratesystemsorsponsorswhoseattentionmoveselsewhere.

Theseissuescanlooklikeisolatedmanagementproblems.Butsteppingbacktoseehowtheyfitwithinthebiggerpicturecanhelpprojectprofessionalsnavigatethese

challengesmoreeffectivelytomitigatetheimpacttheycanhaveonprojectoutcomes:

strategicdrift,deliverydisruptionsandstrainedteammorale.

TheImpactonProjectOutcomes

Fouroutoffiveprojectsexperiencesomefalloutasaresultofpoorlymanaged

complexity.Onaverage,complexprojectsexperiencedatleasttwodifferenttypesofnegativeoutcomesoutof12evaluatedinthesurvey,highlightingthewidespreaddifficultiesofhandlingcomplexity.Theseeffectsclusterintothreedimensions.

Importantly,theseimpactdimensionsarenota1:1maptothethreesourcesof

complexitydescribedintheprevioussection,andtherelationshipshouldnotbereadasdirectcausation.Anymixoforganizational,environmentalandhumancomplexitycancontributetoanyoftheimpactsbelow,oftenincombination(seeFigure5).

Figure5:NegativeOutcomesofPoorlyManagedComplexityonProjects

Asaresultofcomplexity..

Value/AlignmentGapsarethemost

pervasiveconsequences.Theseprojectsdeliveroutputswhilelosingsightof

outcomes.Whenalignmentbreaksdown,aprojectcancrossthefinishlineandstillfallshortofitspurpose.

DeliveryDisruptionsarewherecomplexity

becomesvisiblethroughimpacts

onexecution.Misseddeadlinesand

operationalinefficienciesmayappear

asisolatedproblems,butinacomplexprojecttheyaresignsthatthesystemisperformingbelowitsintendedlevel.

61%

experience

Value/AlignmentGaps

55%

experience

Delivery

Disruptions

31%

experience

HumanImpact

HumanImpactisfrequentlyinvisibleand

perhapsthemostconsequentialforlong-termcapability.Thesearen't“soft"issuesseparate

fromdelivery—theycompoundfromone

projecttoanother.Ateamfatiguedbyone

complexprojectcarriesthatstrainintothenext,creatingdragthatoutlastsanysingleinitiative.

Theaverageprojectexperiences2.1complexity-relatedissues

Delaysinstakeholderdecision-making

Exceedingbudget

Profitloss

Failed/compromisedorganization

strategyexecutionSafetyissues

MissingdeliverydeadlinesOperationalinefficiencies

NotmeetingscopeorqualitytargetsProjectfailure

Decreasedteammorale DecreasedcustomersatisfactionDecreasedemployeeengagement

Gap

+5

(5-pointgap)

33%38%

34%28%

27%

33%

+6

(6-pointgap)

11%

14%

+3

(3-pointgap)

9%

8%

-1

(1-pointgap)

12%

9%

-4

(4-pointgap)

7%

8%4%

+1

(1-pointgap)

35%36%

-1

(1-pointgap)

23%22%

0

(0-pointgap)

16%16%16%

5%7%+2

(2-pointgap)

6%

-1

(1-pointgap)

19%12%

19%18%

11%

15%

+4

(4-pointgap)

11%1%-10

11%

(10-pointgap)

ProjectSenior

TotalProfessionalsLeaders

35%

23%

ComplexitySolutions:WhatYouCanDo

Ourresearchonprojectsuccessshowsthatprojectprofessionalswhomovebeyondexecutiontofocusonvalue—bymanagingperceptions,owningsuccess,relentlesslyreassessingandexpandingperspective-arethreetimesmorelikelytodeliver

successfulprojects.8Embracingthesebehaviors,whichwecallM.O.R.E.,todrivevalueisthePMIvisionfortheprofession.Thepracticesarethekeytonavigatingcomplexity.

Whenmanagingacomplexproject,whatdoesthislooklikeinpractice?Ourresearchsurfacedfivespecificpractices—alignedtoM.O.R.E.—thatdrivebetteroutcomesincomplexprojects.Wealsoidentifiedseveralexamplesofexemplarycomplexity

navigationamongtheprojectleadersweinterviewed.

PRACTICESTHATDRIVEBETTEROUTCOMES

1

3

4

SponsorAlignmentatInitiation

PhasedStakeholder

Engagement

BuildingandMaintainingTeamMomentum

ScenarioPlanning

Frameworks

PracticesThatMovetheNeedle

Thedataisclearonwhichpracticesandtoolsactuallydriveoutcomes.Whatmakesthemcredibleisn'tjustthenumbers—it'sthattheprojectprofessionalswhonavigatecomplexitymosteffectivelyarealreadyusingthemdeliberatelyandbydesign.

Sponsoralignmentatinitiationestablishessharedunderstandingofwhattheprojectis,whatsuccesslookslikeandwhoisaccountablebeforeexecutionbegins.Withoutit,everyambiguousdecisiondownstreambecomesasiteofmisalignment.Fortypercentofhighperformersusethisleverversus30%oflowperformers.

Projectprofessionalsdescribethisasdeliberaterelationalwork.“It'ssponsorship

—that'scritical,"saidVugarRustamli,projectmanagementconsultantatPMWill,

Czechia."Ireachedouttothesponsorfirsttoconvincethem,whichtookweeks,beforeengagingstakeholdergroups.Fortunately,theylistenedtome."ThefullbreakdownofdataoneffectivepracticesisavailableinFigure10intheAppendix.

Othersembedthisthroughgovernancestructure:AriefPrasetyo,HQintegrationPMOmanager,SLB,UK,describedhowhisorganizationbringsseniorleadershipdirectlyintostage-gatepreparation—"TheVPwouldbethere,andtheprojectmanagerwould

havethatcommunicationdirectlytotheVP”—soalignmentisbuiltintotherhythmoftheproject,notretrofittedwhenproblemsarise.

Severalpracticesthatsupportmanagingperceptionsinprojects,asoutlinedintheM.O.R.E.Playbook,canenablethisalignment:

Clearlymaphoweachstakeholder'sneedsandwantswillbeaddressedinasuccessfulprojectoutcome.

Alignstakeholdersonwhichmetricswillbeusedto

evaluateprogresstowardvaluecreation.

Alignstakeholderexpectationsonatimelinefor

successfulvaluecreation.

Buildtrustwithstakeholdersthroughearlyandongoingengagement,whichcanenablethisalignment.

20

Phasedstakeholderengagement-engagingtherightpeopleattherighttime—

alsomapstoM.O.R.E:continuouslyevaluatingwhichstakeholdersneedtobeinvolvedthroughoutthelifeoftheproject,notjustthosewhowereactivatedatkickoff.High

performersdothis50%ofthetime,versus42%oflowperformers.

"Inthediscoveryphase,definewhothestakeholderswillbe,"saidVugarRustamli,projectmanagementandagiletransformationconsultant,PMWILL,Czechia."Butatinitiation,whenwe'reputtingthebaselinefortheproject,invitingseniorstakeholdersisbeneficial.”

HasseneSiddat,regionalITmanageratWHOWesternPacificRegion,Philippines

describedhowsustainedengagementchangedteamdynamics:"Byhavingkeyplayerstogetherearlyintheprojectboard,weputinplaceregularupdateswheredifferent

aspectsarediscussedbetweentheteams.”Therightpeople,broughtinattherightmoment,turnstakeholderengagementfromariskactivityintoanalignmentengine.

Thesepractices,outlinedintheM.O.R.E.Playbook,canhelpprojectprofessionalsengageeffectively:

Identifyandprioritizewhichstakeholders'opinionsaremostlikelytoinfluenceperceptionofsuccess.

Tailorcommunicationandengagementstrategiestomatchthespecificneeds

andexpectationsofeachstakeholder.

Regularlycollectfeedbacktoidentifyemergentopportunities,risksandpotentialstakeholders.

21

Buildingandmaintainingteammomentumisusedby42%ofhighperformersversus33%oflowperformers.Incomplexenvironments,progressisrarelylinearandmakingittangiblekeepsteamsanchoredtopurpose.Deliberatemomentum-buildingmakesprogressvisible

andbuildscriticalpsychologicalresilien