Why are we causing more failures than successes in leading projects?

Why are we causing more failures than successes in leading projects? Are we learning from past failures or getting stuck in our growing pains? Why do executives fail to respect and understand the strategic value of project management? These are a small sample of the critical questions that affect the project management state of practice. Therefore, to address them, we are publishing an ebook series, consisting of seven e-books, starting with the first book mentioned in this post.

Project Management’s Current State of Practice

Consequently, today, project management’s current state of practice is not well.

As practitioners and researchers in this dynamic field, we might disagree on how well or poor is the organizations’ performance in leading projects, delivering products, and realizing benefits. Some of us believe that we are doing well, and failure is hyped; maybe! However, I think we most will agree that project management is still a young domain and experiencing growing pains.

How to Improve Project Management?

How can we improve project management and projects’ performance?

Nonetheless, the key message is that we need to understand the current state of practice, the growing pain, and the factors that inhibit performance. Then, we must envision the desired outcome and draw the map to move from the current reality to a beneficial outcome. The map, or plan for improvements, can be simplified but require a great deal of dedication and focus.

A Possible Root Cause for the Current State of Practice

Please note, that part of the problem is executives’ lack of understanding, appreciation, or even respect for project management. Some still believe that accidental project managers can manage projects effectively. However, it is not common sense to depend on common sense for non-common-sense projects. Therefore, organizations and their executives need to be able to lead their organizations beyond the hypes and work toward a sustainable future.

The E-Book Series

Furthermore, this e-book is the first in a series of seven e-books that address the current reality and offer a sustainable and methodological approach that can be used for all types of projects, regardless of industry, or the project size and complexity.

Adaptive Project Management and Tailored Methods

This Book: Project Management State of Practice

This blog article is related to the first e-book in the series, which you can access via this link.

Section 1

The first section consists of four chapters addressing the current reality. Further, this section includes topics like the growth of project management, challenges and growing pains, opportunities for sustainable growth, and the gaps in practice.

The challenges facing project management state of practice

Section 2

In addition, the book continues with a second section consisting of five more chapters.

Therefore, We start this section with a chapter on organizational project management and why it is critical for managing projects. The next image is the SUKAD model, which we call The Seven Elements of Project Management Maturity.

Organizational Project Management

Tailored Methods

Then, we shift the focus to introducing the concept of tailored methods. However, as we mentioned earlier, one of the biggest challenges is the respect of the C-Suite for project management.


In conclusion, we close the book by discussing research from leading universities on why organizations need to build their project management functions, inclusive of organizational project management systems and tailored methods.

Why not take a look at the book and consider getting a copy? Finally, to learn more about the ebook, CAMMP, or the SUKAD Way, please visit our website.

Project Management State of Practice