The document summarizes the results of a survey about factors that contribute to successful projects. The key findings are: 1) The survey found that delivering expected benefits and objectives were the top criteria for defining a successful project. However, benefits management was not commonly practiced on projects. 2) Having strong stakeholder management and project planning were seen as the most crucial technical factors for success. However, benefits management was not identified as a top technical factor despite its importance in defining success. 3) There were some differences in perspectives across project roles - benefits management was more important higher in the organization, while risk management was prioritized more lower down. This suggests a need for better communication and alignment of priorities.

1. Acando White Paper
“Project Success”
Insight
www.acando.co.uk
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2. Acando White Paper
“Project Success”
Insight
This research paper looks at
what the key contributing
factors to a successful
project are and whether
there are lessons we can
learn from this to make our
projects more successful.
successful projects and trends that are exhibited more
commonly across successful projects.
Without any further ado – let’s dive straight in.
What is a successful project?
Before we can understand what contributes to a successful
project, it’s first interesting to see what definitions there are of
successful projects. The survey presented a list of 10 criteria that
are often seen as definitions of a successful project. These criteria
were taken from other existing surveys on project success (The
Standish Group, IT Toolkit, Project Smart, The Chaos Group and
Modern Analyst). Respondents were asked to rank the 10 criteria
1 through to 10 where 1 is, in their view, the most important
definition of a successful project, 2 the next, and so on.
The research was in the form of a questionnaire sent out to
over 43,000 people involved in delivering projects. There
were 4,451 respondents and it is these responses that make
up the material presented in this paper. There are two
appendices to this paper which explain in some more detail:
1. The demographics of questionnaire respondents.
2. Statistical significance testing and how it was applied to the
questionnaire results.
For those who are just interested in the survey results – one
important piece of advice before we dive straight in. A survey is
an inexact science to understand exactly what is contributing to
project success. It can give trends rather than absolute definition
and is comparative in its nature not absolute. This piece of
research does not purport to have the answers to what creates a
successful project. But it does highlight common factors amongst
The graph below shows the aggregated number one choices
from all respondents. There are several interesting observations
in this analysis.
• Only 5% of respondents thought a successful project was one
which delivers in the agreed timescales.
• Only 5% of respondents thought a successful project was one
which delivers within the agreed budget.
Together these are interesting. The amount of effort we put in
to measuring time and cost on projects is huge. But they are
perceived to be poor measures of project success.
What defines Project Success?
...Wouldn’t have had a better outcome if we did the project again
...Was enjoyed by everyone who was on the project
...Delivers more benefit than cost
...Delivers the expected benefits
...Delivers all of the objectives
...The project sponsor thought it was a success
...Delivers within agreed timescales
...Delivers within budget
...Delivers most of the objectives
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Percentage of respondents
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3. • The number one measure of project success is that the project
delivers the expected benefits.
• The number two measure of project success is that the project
achieves all of the objectives.
These are also interesting when one considers how little time is
spent on projects measuring benefits and ensuring the project
delivers objectives. Perhaps we should take a long hard look at
whether the objectives are ones stated in order to ensure the
funding for the project, or whether the objectives are actually
delivered. Almost 60% of respondents had benefits or objectives
in their number one definition of a successful project.
• 18% of respondents thought the number one measure of a
successful project was that the project sponsor thought the
project was successful.
I question whether this is people not wanting to confront the
reality of whether their projects did deliver, or whether the
benefits are not measured (or not capable of being measured) in
which case a benefit-based analysis of success just isn’t possible.
It is interesting that such a subjective measure is the third
most popular number one definition of a successful project.
What defines Project Success?
...Wouldn’t have had a better outcome if we did the project again
...Was enjoyed by everyone who was on the project
...Delivers more benefit than cost
...Delivers the expected benefits
...Delivers all of the objectives
...The project sponsor thought it was a success
...Delivers within agreed timescales
...Delivers within budget
...Delivers most of the objectives
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Percentage of respondents
When we expand the data (chart above) to look at each
respondent’s top two factors that define project success, little
changes. Benefits are still the run-away leaders, the subjective
view of the project sponsor is still in third place and time and
budget are still poor cousins to any of the top three.
We should carefully consider how we measure our projects.
The analysis is suggesting that benefits and project objectives
should be carefully measured and reported on as these are the
most significant definitions of a successful project.
www.acando.co.uk
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4. Acando White Paper
“Project Success”
Insight
Delivers the Expected Benefits
Support
Deliver
Manage
Pay For
0%
10%
20%
30%
40%
50%
60%
70%
80%
Percentage of respondents
The chart above shows the percentage of respondents that
marked “delivers the expected benefits” as their number
one definition of a successful project and compares that
data to the different level the respondent has in the project
hierarchy. It is statistically significant that the higher you are
up the project hierarchy, the more convinced you are that
the definition of whether a project was successful or not
is whether or not it delivered the expected benefits.
Interestingly, for those tasked with delivering our projects,
less than 40% of them have the same number one definition
of a successful project.
There are two hypotheses here.
1. We are poor at communicating that the most important
thing to focus on in delivering any project, is that it delivers the
benefits that are expected. This poor communication creates
a different focus as you move down the project hierarchy
which is going to contribute to projects ‘missing the mark’
as the ‘mark’ that is being focused on is different from the
‘mark’ that those are paying for the project are focusing on.
2. As you move down the project hierarchy, you become more
task focused and less benefits focused and this is expected
and acceptable. As you move down the hierarchy, you are
tasked with delivering a set of actions, not a set of benefits and
therefore you are going to have more task and less benefit
focus. This is natural and it’s the responsibility of the top of the
project hierarchy to ensure the tasks deliver the benefits.
Personally, I prefer the first hypothesis. The second one
sounds too much like an excuse for me. And the second
one breaks down still further when you consider that less
than 50% of those managing our project delivery functions
have benefits as their number one definition of success.
In order to have more successful projects, everyone
has to focus more on whether the project is delivering
the benefits that it was expected to deliver.
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5. There are some other interesting demographic variations, of which
the data below is one. The chart shows the number one definition
of a successful project from those respondents who have
delivered projects for 15 years or more. In this group of people
– and only in this group of people, this phenomenon is not seen
in any other group – the project sponsor’s view of the project
is the most important definition of whether the project was
successful or not. When tested, this result is statistically significant.
We can draw some interesting inferences from this.
• The more experienced project managers take care of the
project sponsor’s view more so than others.
• The only way to survive in project management for 15 years or
more is to make project sponsors happy and therefore it’s not
unexpected that those with significant experience have this
bias to their definition of a successful project. Politics is at play.
• Those who have been managing projects for a long time have
come to the realisation that benefits are rarely measured and
therefore have elected for a definition that they can measure in
preference to what they know is the ‘better’ measure but too
infrequently applied.
We can’t be sure which of these inferences is
true. The data doesn’t show us that.
What is project success – 15+ years of experience
Other (please add any other success criteria in to this box)
...Wouldn’t have had a better outcome if we did the project...
...Was enjoyed by everyone who was on the project
...Delivers more benefit than cost
...Delivers the expected benefits
...Delivers all of the objectives
...The project sponsor thought it was a success
...Delivers within agreed timescales
...Delivers within budget
...Delivers most of the objectives
0%
5%
10%
15%
20%
25%
30%
35%
Percentage of respondents
www.acando.co.uk
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6. Acando White Paper
“Project Success”
Insight
The final demographic difference is shown in the graph below.
This data shows the top two responses from respondents
managing large projects. In this group, and only in this group,
there is more of a focus on delivering all the objectives rather
than delivering expected benefits. Again, we can only guess
as to the reasons why but candidates such as; it’s almost
impossible to measure benefits on large projects; I’m too
far removed from benefits realisation to be able to judge
whether this project has been a success; the project is too
complicated to evaluate benefits objectively so objectives
is a better measure of success; are all likely explanations.
universal. This focus dissipates the further we go down the
project hierarchy. There are also some demographic groups
who have a preferential focus on the project sponsor (those
delivering projects for 15 years or more) or a significant objectives
bias as opposed to benefits bias (those delivering our largest
projects). We could all have a chance of delivering more successful
projects if we kept a constant eye on making sure what we were
doing was delivering the expected benefits and measured the
benefits frequently and fairly throughout our project lifecycles.
In summary, delivering benefits/objectives are the runaway
winners in the definition of a successful project, but this is not
What is project success - respondents from large projects
Other (please add any other success criteria in to this box)
...Wouldn’t have had a better outcome if we did the project...
...Was enjoyed by everyone who was on the project
...Delivers more benefit than cost
...Delivers the expected benefits
...Delivers all of the objectives
...The project sponsor thought it was a success
...Delivers within agreed timescales
...Delivers within budget
...Delivers most of the objectives
0%
5%
10%
15%
20%
25%
30%
Percentage of respondents
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7. Top 10 Technical competences crucial to ensuring a successful project
Definition
Handover and closeout
Issue management
Change control
Scope management
Requirements management
Business case
Risk management
Project planning
Stakeholder management
0%
10%
20%
30%
40%
50%
60%
Percentage of respondents
Technical Factors
We now move on from a definition of project success to
a view of the technical factors that have a positive impact
on creating a successful project. For this part of the survey,
respondents were presented with a list of technical factors
and asked to rate how important they were in contributing
to a successful project. They could rate them as ‘crucial’,
‘very important’, ‘important’, ‘has little influence’, ‘somewhat
unimportant’ or ‘irrelevant’. The factors available were the
technical factors listed in the APM competence framework.
In the chart above we show the top ten factors
(out of 24 examined) that were rated as ‘crucial’
to ensuring a successful project.
Stakeholder management is the runaway winner and is
according to our survey the most important factor to ensure
the delivery of a successful project. Interestingly project
planning is second in the list and this is despite the prevalence
to action rather than thought that typifies many projects
in these austere times. But this is a view of what people
thought the success contributors were, not how prevalent
these were used on their projects – that comes later!
It’s as interesting as to what doesn’t appear in the top ten list as
to what does appear. Budgeting and cost management isn’t in
the top ten list – which goes hand in hand with its low showing
in the definition of a successful project as well. But is counter to
the import it plays in the actual delivery of many projects. It’s also
interesting to see the omission of benefits management. This
was universally recognised as the most important definition of a
successful project, but does not appear in the top ten technical
activities that should be carried out to ensure a successful
project. This further supports the hypothesis we made earlier
that although benefits management is recognised as a good
definition of a successful project, the majority of us pay lip
service to it when it comes to actually delivering our projects.
www.acando.co.uk
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8. Acando White Paper
“Project Success”
Insight
Support
Deliver
Manage
Pay for
Project Planning
Project Planning
Change Control
Project Planning
Business Case
Risk Management
Project Planning
Stakeholder Mngt
Risk Management
Scope Management
Stakeholder Mngt
Scope Management
Stakeholder Mngt
Stakeholder Mngt
Requirements Mngt
Definition
Requirements Mngt
Requirements Mngt
Scope Management
Benefits Management
Again there are some interesting variations across
some of the demographics that we measured.
The table above has columns representing a respondent’s
position in the project hierarchy (see Appendix B for
further definition). The cells in the table show the top five
technical tasks that each of these groups consider as the
most important to delivering a successful project.
Every one of the groups had project planning and
stakeholder management in their top five (marked
dark green). The only demographic group who did not
have stakeholder management in their top five were
those involved in managing the smallest projects.
Three out of four of the groups had scope management
and/or requirements management in their top five (marked
light green). This reinforces the importance of these
activities in ensuring the successful delivery of a project.
But it is the differences again that give us cause
for most commentary.
• Those lower down the project hierarchy have risk management
in their top five technical factors but they do not appear in the
top five of those higher up the hierarchy. Are we delegating risk
management too low down? Or is this a consequence of those
lower in the hierarchy being task focused and therefore risk
management is naturally appearing higher on their agendas?
• Those responsible for managing project teams have change
control in their top five which is not repeated anywhere else. It
is however closely allied to definition which is in the top
5 of those paying for the projects. But it does seem like
those paying for the projects think we should spend more
effort accurately defining what we’re doing and those
responsible for managing interpret that, or implement that,
by having strict change control requirements. It seems
those managing have a cure (change control) rather than a
prevention (better project definition).
• And then we come back to benefits. Not only was this
recognised as the most prevalent definition of a successful
project (and more prevalent the higher up the hierarchy one
goes), but it’s reinforced by those who pay for projects marking
it as one of the five most important technical tasks to ensure a
successful project. But it doesn’t appear in any of the other
groups’ top five at all. This is only adding weight to the premise
that benefits management is important and we just don’t do it.
The other important trend across the hierarchy demographic
is the percentage of dispersion amongst the top five technical
factors that contribute to project success. At the ‘project
support’ level, 65% of respondents have the same top five
criteria. At the ‘pay for’ level 93% of respondents have the
same top five criteria. This statistically significant observation
shows that as you move up the hierarchy, one is more certain
of what contributes to project success but as you move down
the hierarchy there is less agreement on what contributes
to project success. It seems again that communication
is not all it could be in our project environments.
Acando - White Paper
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9. Behavioural Factors
This raises an interesting question for those tasked with managing
project functions in their companies – how many of your project
managers have been on a formal conflict management training
course versus those that have been on a formal technical
training course (e.g. PRINCE2)? I’m guessing most people have a
prevalence to training on the technical – despite our respondent
group being massively in agreement that behavioural factors
contribute to project success significantly more so than technical.
When we amalgamate technical and behavioural factors, the top
three factors are all from the behavioural stable – communication,
teamwork and leadership.
We repeated the technical factors exercise with behavioural
factors. Respondents were given the same 6 options and had
to rate how important these behavioural competences were in
contributing to a successful project. The factors available were the
behavioural factors listed in the APM competence framework.
The chart below shows the top ten factors rated as ‘crucial’
by the survey respondents. The top ten behavioural factors
are universally rated as higher than all of the top ten
technical factors demonstrating an appreciation that the
behavioural aspects of project management are more likely
to contribute to a successful project than the technical.
They were no statistically significant variations across any
of the demographic groups on behavioural factors.
Project Success Criteria - Behavioural Competences
Organisational structure
Organisational roles
Professionalism and ethics
Negotiation
Conflict management
Project governanace
Project sponsorship
Leadership
Teamwork
Communication
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Percentage of respondents
What’s missing?
It’s interesting what’s missing from any of these analyses. In
none of the top ten have we seen project methodology or
standardised tools and systems. A lot of organisations invest
heavily in these two areas but they are not seen in our survey as
important or contributing factors to a successful project. Why?
One hypothesis is that there is observational bias creeping in to
the results here. And we built additional questions in to the survey
to highlight obvious areas where we thought the bias may be.
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10. Acando White Paper
“Project Success”
Insight
Tools, Methodologies and Governance
contribute to making projects more successful
To finish off the analysis, here is a collection of other
interesting observations that didn’t nicely fit into any
of the categories at which we’ve looked so far.
70%
Percentage of respondents
Parting Thoughts
60%
50%
40%
Yes
30%
20%
Percentage of respondents rating benefits
management as crucial to project success
No
10%
60%
There was a very specific question asked later about
whether tools, methodologies and governance were
contributing to making projects more successful,
where two thirds of respondents agreed they did.
Percentage of respondents
0%
50%
40%
30%
Crucial and
very important
20%
10%
Crucial
0%
My projects use strong project tools
and methodologies
90%
Percentage of respondents
80%
70%
60%
50%
40%
No
30%
20%
10%
We’ve focused a lot throughout on benefits management. It’s
crucial to the number one and number two definitions as to
what a successful project is. It’s more accepted as important the
higher up the project hierarchy we go. And it’s in the top five
technical competences for those paying for the projects. But
as a whole it rated ‘crucial’ with only 20% of respondents and
was 17th out of all 24 attributes examined. There seems to be
a big mismatch between what we know defines a successful
project and what we’re actually doing on our projects.
Yes
0%
There is too much emphasis placed
on whether a project is successful
Another hypothesis is that tools and methodologies are
considered a prerequisite today and therefore the survey results
focus on less obvious aspects. Unfortunately the data doesn’t
validate this hypothesis (only 25% of respondents projects had
good methodologies and tools) so it’s more likely to be the
former hypothesis. The survey doesn’t give us a definitive answer
one way or the other, but it does raise the interesting question.
70%
Percentage of respondents
But only one quarter of respondents actually recognised that
their projects used strong tools and methodologies. One
hypothesis for why tools and methodologies were not rated
higher as a contributing factor to success when presented
with a long list is that people recognise their own projects
don’t have them so they tend to automatically rate them lower
(we’re very bad at admitting what we know we’re bad at).
60%
50%
40%
Yes
30%
20%
No
10%
0%
Over 60% of respondents thought there was too much
emphasis placed on whether a project is successful or not.
I found this result shocking and disturbing. It may be an
acknowledgement that we don’t do benefits management well
so we can’t easily answer the question whether a project was
successful or not. Or it may simply be that those of us tasked
with managing change in our organisations have lost our way
and our raison d’être. This for me is an area that is worthy of
further analysis but our study didn’t go further in to this topic.
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11. All my projects will be successful
because I will make sure they are
My projects will be successful
because I will make sure they are
60%
Percentage of respondents
Percentage of respondents
60%
50%
40%
30%
No
Yes
20%
10%
50%
40%
30%
20%
10%
0%
0%
There is little confidence in the individual’s own ability
to influence the project to a successful outcome. Most
respondents thought they were not able to influence the
project in this way. Thankfully, the more experienced you
are in projects, the less you agree with this statement.
New
Experienced
Professional
Even so, there is a distinct lack of either personal
responsibility or a distinct lack of confidence in ability
to influence a project to a successful outcome.
My successful projects had the following
Effective communication
Well defined requirements
Realism around objectives and timescales
A strong executive sponsor
A project team with authority to make decisions
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Percentage of respondents
Respondents were asked to rate what their successful projects
had which they thought had contributed to them being
successful. The top five reasons are shown in the chart above.
Communication is number one and this is also the number
one behavioural competence believed to contribute to project
success. A good level of alignment there. But interestingly ‘a strong
executive sponsor’, ‘realism around objectives and timescales’ and
‘a project team with authority to make decisions’ didn’t appear in
any of the other top ten lists we’ve looked at but are numbers 3,
4 and 5 in projects that have been successful. This too is worthy
of further analysis but beyond the scope of the current study.
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12. Acando White Paper
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Projects are getting easier to deliver the
more experience I get of managing projects
Percentage of respondents
100%
80%
60%
Yes
40%
20%
No
0%
And finally, in a nod to the wise (I couldn’t bring myself
to write ‘older’), we recognise that as we gain more and
more experience in delivering projects, they become
easier to manage through to a successful conclusion.
Projects are becoming easier
as I gain more experience
Percentage of respondents
95%
To Summarise
I’m not sure if the survey has produced more questions than
answers, but there are some interesting observations:
90%
85%
80%
75%
70%
New
Experienced
Professional
And this is supported across the experience demographic
with those who have more experience being even
more in agreement with this statement. This is either
self-gratification, or a reality that experience truly does
lend itself to improved chances of project success.
• The number one definition of a successful project is one which
delivers the expected benefits / objectives. But too few of us
measure benefits or objectives. There is a dissipation of this
belief the further down the project hierarchy you transcend.
• Of all the factors that contribute to a successful project, the
behavioural factors are significantly more important than the
technical factors.
• Delivering a project on time and to budget were not seen as
key to defining project success.
• Project practitioners are not confident of their ability to
influence a project to a successful outcome.
• Experience counts for a lot.
• There were no significant variations across industries in our
respondent data. All industries showed the same trends as the
aggregated trends presented in this paper (or where those
trends were different, they were not significantly different).
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13. 1. The industry into which the project is delivered.
The hypothesis being that different industries have different
success rates and different criteria that contribute to success.
2. Respondent’s position in the project hierarchy.
The hypothesis being that people at different levels in
the hierarchy have different definitions of project success
and different ‘thresholds’ for a successful project.
3. The number of years the respondent has been a
project manager. The hypothesis being that experience
is an important contributor to project success.
4. The ‘size’ of projects managed. The hypothesis
being that larger projects are less successful than smaller
projects – as a project grows in size (and assumed
growth in complexity), it becomes less successful.
For each of these demographics, the responses were
‘grouped’ to create 3 or 4 demographic groups that
made analysis more manageable. The full demographic
data and groupings are presented below.
Industry
Industry into which respondents deliver projects
Percentage of respondents
14%
Industries respondents deliver projects in to
Percentage of respondents
We looked for 4 different demographic groupings in the
respondents and have analysed the data by these groupings
searching for hypotheses that responses are somehow different
across different groupings. The groupings we looked for were:
There were respondents in every industry we measured. 40% of
respondents were in the top four industries of Public Sector (1st),
Software and Computer Services (2nd), Financial Services (3rd)
and Telecommunications (4th). These industries where then
grouped in to service industries, production industries,
sales industries, third sector and ‘others’.
30%
25%
20%
15%
10%
5%
0%
les
Sa
s
ice
rv
Se
n
tio
uc
od
Pr
r
he
Ot
fit
ro
rP
fo
ot
N
The distribution across these 5 groupings shows no one
grouping being over-represented in our respondents.
Hierarchy
Respondents position in project hierarchy
Percentage of respondents
Appendix A –
Respondent Demographics
30%
25%
20%
15%
10%
5%
0%
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The majority of our respondents were Project
Managers. There were very few respondents who were
responsible for commissioning projects (budget holding
business executives or Board Members) but there
were some people in both of these categories.
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14. Acando White Paper
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These were further grouped in to 4 distinct
hierarchy levels shown below.
Respondents position in project hierarchy
45%
Those ‘new’ to managing projects have less than five years
experience. The experienced grouping includes everyone
between five and twenty years experience and the professional
grouping includes those with more than twenty years experience.
Again the peak in the experienced column is expected.
Number of years experience managing projects
35%
30%
Percentage of respondents
Percentage of respondents
40%
25%
20%
15%
10%
5%
0%
Support
Deliver
Manage
Pay for
The only group under-represented in our responses were
those who ‘pay for’ projects. It would be interesting to
conduct further research in this demographic group to
validate the responses we have received so far – but as always,
getting data from this group is harder and more costly.
Experience
60%
50%
40%
30%
20%
10%
0%
New
Size was defined as budget, team size and project duration
in recognition that a low budget project can have 1000s of
team members and therefore be ‘bigger’ than the budget
itself shows. There is an expected ‘tailing off’ of responses
as project sizes grow and an unexpected peak at the end.
The data has a large number of very large projects.
Typical size of project managed
Percentage of respondents
Percentage of respondents
25%
20%
15%
10%
5%
0%
ss
Le
3
an
th
s
ar
ye
n
ee
tw
Be
5
nd
3a
s
ar
ye
n5
ee
tw
Be
rs
ea
0y
d1
an
0
n1
ee
tw
Be
rs
ea
5y
d1
an
5
n1
ee
tw
Be
rs
ea
0y
d2
an
0
n2
ee
tw
Be
rs
ea
0y
d3
an
s
ar
ye
30
er
Ov
Professional
Size
Number of years experience managing projects
30%
Experienced
30%
25%
20%
15%
10%
5%
0%
.
.
.
.
.
.
.
.
; ..
; ..
; ..
; ..
; ..
; ..
; ..
; ..
0m
5m
5m
0m
0m
0m
0m
1m
25
25
10
an
an
n1
n2
n5
er
th
th
an
an
ha
ha
ha
ov
ss
ss
th
th
st
st
st
s
s
le
le
et
les
les
les
les
les
et
et
dg
et
et
et
et
et
dg
dg
Bu
dg
dg
dg
dg
dg
Bu
Bu
Bu
Bu
Bu
Bu
Bu
The data had good representation across the full length of
experiences and approximately follows a normal distribution
curve which is as expected. This data was further grouped
as shown above.
Acando - White Paper
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15. This data was further categorised as below.
Number of years experience managing projects
50%
Percentage of respondents
45%
40%
35%
30%
25%
20%
15%
10%
t-tests. In layman’s terms, it is testing whether the differences
shown in the same data are statistically significant or not.
Because of the distribution of responses data can appear to have
valid differences, but when compared to the whole sample,
those differences can prove to be not statistically significant.
This is what we have tested for in the data presented here.
We compared all significance testing at the 99%, 95%
and 90% confidence levels and anything that proved to
be statistically significant at the 95% confidence level has
been marked as statistically significant in our research
body. Test results not passing the 95% confidence test
have not been marked as statistically significant.
5%
0%
Small
Medium
Large
Appendix B –
Statistical Significance Testing
Again for the layman, if we have marked a result as statistically
significant in our research body, what we’re saying is
that we have tested the differences in responses and the
difference is not down to subtle differences in the entire
population, the differences are statistically significant.
The results from the data have been analysed to identify
whether they are statistically significant. This appendix does
not intend to give a thorough treatment of statistical testing
and the interested reader is encouraged to research further.
All conclusions that have been marked as ‘statistically significant’
in the body of the research report have been tested using
About the Author
Phil Jacklin is the Managing Director of Acando UK, a global consultancy providing project management services. He has managed
consultancy firms for over 15 years, all providing project management services to blue chip clients across the globe. In this capacity
Phil has provided governance across numerous projects, employed and recruited hundreds of project managers and advised many
of his clients on how to improve their project management capabilities.
For more insight, comments
and opinion visit our website
www.acando.co.uk
www.acando.co.uk
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16. www.acando.co.uk
United Kingdom Head Office
Oak House
Ground Floor, Sutton Quays Business Park
Clifton Road
Sutton Weaver
WA7 3EH
Tel: +44 (0) 1928 796800
Email: projectsuccess@acando.com
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Manchester / London / Helsinki / Stockholm / Gothenburg / Malmö / Linköping /
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to be accredited by the APM.
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