Project Management Articles, Whitepapers, Point of View Papers and Survey Reports

These resources also cover Business Analysis, Programme Management, Business Skills, Contract Management and the PMO

Article     Industry report    Viewpoint    Whitepaper



Programme/Portfolio Management & PMO

Organisational Improvement

Leadership & Communications




2016 Top 10 Project Management Trends (English version)
Date: Jan 2016
Summary: TwentyEighty put together a panel of experts to identify the top ten project management trends for 2016. This year’s trends centre around the evolving role of the project manager, the skills required to fill that role and how project-based work gets done most effectively.
Top 10 Project Management Trends for 2015 (English version)
Date: Jan 2015
Summary: The 2015 Top 10 Project Management Trends looks at how the field of Project Management will evolve in 2015. This year's trends were created by a council of TwentyEighty Strategy Execution Executives and subject matter experts. Topics include managing sponsor expectations, aligning projects with organisational culture, and creating links between strategy and execution.
Top 10 Project Management Trends for 2015 (Arabic version)
Date: Jan 2015
Summary: The 2015 trends reveal that project managers (PMs) will be impacted by many changes this year including more hybrid environments, an increasing demand for talent management, and a growing need to more closely align project outcomes with organisational strategy.
Project Management Talent Survey 2014 Report
Date: Nov 2014
Summary: TwentyEighty Strategy Execution conducted its inaugural Project Management survey to uncover career trends specific to the profession across the region. In addition to career trends, the survey also examines hiring issues such as the critical competencies that hiring managers look for when recruiting project management (PM) Professionals, understaffing challenges, and the factors impacting PM salary development.
Top 10 Project Management Trends for 2014
Date: Jan 2014
Summary: TwentyEighty Strategy Execution’s top 10 trends in project management highlight the need for leadership within projects, whether Agile or Waterfall. They also discuss the challenges associated with finding qualified PMs, and finding the right balance of PM approaches in this evolving industry.
Ticking Time Bomb for Project Management
Date: Jul 2013
Summary: (This article featured in The Times in their Project Management Supplement.) The next wave of economic growth is likely to come from emerging economies and new projects. To take advantage of these, organisations need to improve their project management skills and processes today.
Top 10 Project Management Trends for 2013
Date: Jan 2013
Summary: Project, programme, and portfolio leadership is in short supply as organisations struggle to implement Agile methods, complete large projects, manage vendors, and create more value through their project management offices (PMOs). Leadership is one of the key themes throughout many of the 2013 top 10 trends for project management, which were identified by a global panel of TwentyEighty Strategy Execution senior executives and subject matter experts.
Seven Steps to Becoming a Risk Superhero
Date: Sep 2012
Summary: Risk management can be a deep, cavernous and potentially career-limiting endeavour if not properly planned. Unfortunately, project managers often approach risk in a purely one dimensional fashion, without considering many essential components such as the company risk climate, the project's strategic fit, key player and stakeholder involvement and buy-in. The strategic due-diligence steps which are highlighted in this article will enable an informed, educated and timely approach to risk and position you as a company Risk Superhero.
Training ROI : Are you on the verge of losing your budget?
Date: Sep 2012
Summary: It is the responsibility of a learning professional to build and improve talents and help transform the organisation. Learning programmes are essential in all organisations and most of these programmes have always been dependent on return on investment (ROI). This whitepaper looks at how to calculate ROI and how it should be incorporated into your programme.
10 Tips to Measure Training ROI
Date: Sep 2012
Summary: If you can’t prove a return on your training programme – real learning that is adopted and applied -- then you run the risk of having it cut back or even losing it. You may think that measuring ROI is hard. However, if you follow these fast, hard rules, you’ll be on your way to proving your learning programme has measurable impact.
Victim or Victor - Taking Control as a Project Manager
Date: Aug 2012
Summary: This article looks at how the PMO needs to help the project managers prepare themselves to deal with an increasingly challenging environment. It presents the “empowering tools” which, if correctly applied, provide the project manager with the knowledge and authority to take control of the project. The skill in applying tools depends not only on technical ability but, increasingly, on the human and interpersonal aspects of any situation. For this reason, the companion set of “enabling skills” (sometimes called “soft skills”) that are required for effective delivery is defined and described in this article.
Your Leadership Training Investment Is Not Producing the Results You Want. Now What?
Date: May 2012
Summary: In an era of greater accountability, increased transparency and stringent performance analysis, leadership training for your core and extended team is a worthy investment and a likely priority. However, simply identifying leadership performance gaps and seeking related learning programmes may not be the most effective approach to building expertise. Yes, higher-lever positions require higher-level skills, but if your leaders lack command of certain fundamental, baseline skills, your current programme may be setting them — and your organisation — up for failure.
Project Management Blended Learning
Date: Dec 2011
Summary: The need for tightening belts, reducing budgets and identifying where we can be more efficient in the work place is now apparent in both the public and private sectors. Therefore, it is becoming increasingly challenging for those responsible for learning programmes to adapt to these changes. TwentyEighty Strategy Execution conducted a global learning survey to evaluate what bearing this has had on training and performance improvement programmes. The survey was aimed at a both commercial and government leaders and the findings have been highlighted in this POV.
Top 10 Project Management Trends for 2011 from TwentyEighty Strategy Execution
Date: Jan 2011
Summary: TwentyEighty Strategy Execution revealed their Top 10 Global Project Management Trends for 2011. As project management gains momentum within organisations, any changes in the industry will have a massive impact upon the way businesses operate in 2011. Key themes include building the project manager’s (PM) influence, accelerating new leadership and communication skills, and increased use of informal learning approaches such as social media and experiential training. A global panel of consultants and senior executives assembled by TwentyEighty Strategy Execution identified the trends.
Metrics for Agile Projects - Finding the Right Tools for the Job
Date: Jan 2011
Summary: This informative paper will provide best practices project managers should use to expand the use of the metrics at their disposal to fine-tune the progress they are showing on their agile projects.
Agile Project Management Is Not Just a Change in Methods - It is a Shift in Metrics and Mindset
Date: Jan 2011
Summary: As the Agile Project Management approach becomes more mainstream, organisations considering its implementation are deluged with questions.
Successful Solutions Through Agile Project Management
Date: Nov 2010
Summary: Today’s business climate is both dynamic and complex. Management faces changing requirements and increasing demands, as well as tight budgets and fast turnaround demands. Organisations are struggling to do more with less — fewer resources, including less money, and, in many cases a reduced workforce. Therefore, it is essential to optimise every aspect of business, particularly project management.
Is Project Management a Core Skill and No Longer a Niche Capability?
Date: Oct 2010
Summary: Project management is fast becoming the preferred way for companies to get things done. In a global economy, project management makes a company more competitive than other traditional methods of managing work.
Think of Risk Management as Competitive Advantage
Date: Mar 2010
Summary: Whether buying or selling outsourced products or services, organisations cannot afford not to have a risk management plan in place.
Getting Energised About Risk
Date: Sep 2009
Summary: The real issue is not how to get rid of risk, but rather how to manage it. And, although that takes a lot of time and energy, perhaps new perspectives can be gained if risk is looked at from a project life cycle perspective.
Comparing the Differences and Complementary features of PRINCE2 and the PMI PMBOK Guide
Date: Sep 2009
Summary: PRINCE2 is the UK Government’s structured project management method. PMI stands for the Project Management Institute producing guidance on project management documented in the 'Guide to the Project Management Body of Knowledge' - hence the PMI PMBOK Guide
Recognising Project Warning Signs Part 2
Date: Jun 2009
Summary: Recognising and recovering troubled projects is currently one of the hottest subjects in project management circles. But wouldn’t it be great if you could predict the future by recognising project warning signs before...
Recognising Project Warning Signs
Date: Jun 2009
Summary: We see warning signs every day, such as “Wet paint” or “Road Ends in Water.” Such signs are common reminders to be careful. The earlier we heed their advice, the better off we’ll be because time is a resource when ...
Enterprise Analysis - Building a Foundation from the Top Down
Date: Mar 2009
Summary: Keep the pace and reap the benefits - examine the step-by-step process of identifying and analysing potential solutions to business needs.
The Change Management Life Cycle
Date: Oct 2008
Summary: Every organisation is affected by change. Still, organisational change initiatives fail at an alarming rate. This is because most initiatives fail to consider how changes affect the people in an organisation.


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TwentyEighty Strategy Execution invites you to share your project management knowledge with our readers by submitting an article on any topic related to project management, including case studies, lessons learned, critical analysis or a general overview of any project management topic or approach.

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