How do we judge how good a project professional is at their job? Is it by the way they follow process? Or as Jeff Bezos reported “I want people who are right most of the time?” How do we measure how right someone has been?

We’ve been giving a lot of thought to this recently and believe that there is a lot that we can bring to the debate through advanced data analytics.

This is the tip of the iceberg and there is a lot we can do. But is this just another set of KPIs that no-one is interested in?

By surfacing it we can help to move away from turning the handle on process and pivot towards a more evidence driven approach.

Formula 1 works on very fine margins. Every member of the pitlane and engineering team are measured against a set of KPIs. The driver’s performance is measured against every metre of the road and compared against their peers. But in project delivery we don’t even measure what these margins are or how we can optimise them.

This situation is no longer acceptable and change is coming. Only then will we really drive transformational change.

We work with >60 different organisations and have a deep grasp of where they are struggling and where others are outperforming them. We’ve boiled it down to the following key factors:

Most interesting, there are clearly organisations out there who are working within a walled garden, developing products and services to sell or differentiate themselves from others. But our sense is that those who work collaboratively will outperform their peers. Particularly those who are agile and responsive. They’ll move more quickly together than alon