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Project management

80+ project management statistics and trends in 2025

Rebecca Noori 13 min read
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Driving strategic execution at scale is hard. Organizations are under constant pressure to deliver complex initiatives on time, optimize their resources, and adapt to shifting business conditions, all while aligning teams across multiple departments and geographies. Without the right people, technology, and project management methodologies, even the most well-intentioned projects are at risk.

This report compiles the latest project management statistics, offering a data-backed perspective on how companies manage their initiatives in 2025. From the rise of AI and hybrid project methodologies to persistent execution challenges, these insights highlight what’s working and what’s not. We also explore how organizations can benefit from adopting a strategic partner like monday work management to support their work.

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The state of project management in 2025

Project management continues to be a critical driver of business success, with organizations relying increasingly on structured methodologies, digital tools, and skilled professionals to execute their strategic goals.

The project management software market alone is expected to experience significant growth in the coming years. By 2025, the market size is estimated at $7.24 billion, and predicted to reach $12.02 billion by 2030, demonstrating a compound annual growth rate (CAGR) of 10.67% during the forecast period. This growth highlights the increasing adoption of project management tools as organizations prioritize team collaboration and streamlined workflows to achieve their project objectives.

Digging further into the project management software landscape, monday.com’s World of Work report also finds that:

  • 82% of companies use work and project management software to drive organizational efficiencies
  • 57% of employees report that the number of tools they use has increased compared to the previous year

There are noteworthy differences in digital PM software usage according to business size, though. Our research finds that smaller businesses are more likely to adopt project tools (84%) than enterprise companies (71%.) Better training would likely increase the integration of these software investments into team and company workflows.

A screenshot showing what size of company uses work management software

Project management is a popular career choice

With a market of this size, it’s unsurprising that there are plenty of career opportunities in the project management field. Depending on the company, project manager roles are often well-paid. Glassdoor data reports the current project manager salary range is $104,000 to $183,000 per year, with a median total pay of $136,000.

These total compensation figures comprise a base pay range of $69,000 to $118,000 per year and additional pay of $35,000 to $65,000 per year.

Project management training is key to career progression

With the project management industry offering high salaries and strong career prospects, professionals seek ways to strengthen their soft and technical skills by achieving recognized certifications. Many turn to the Project Management Professional (PMP) certification, widely considered the gold standard in the field.

Currently, there are over 1.58 million PMP-certified professionals across 211 countries. The top 10 countries with the highest number of PMP holders are:

  1. China: 36.62%
  2. United States: 26.53%
  3. Canada: 5.83%
  4. India: 4.55%
  5. Japan: 2.88%
  6. Saudi Arabia: 2.61%
  7. Germany: 1.19%
  8. United Arab Emirates: 1.15%
  9. Brazil: 1.01%
  10. Singapore: 0.98%

Despite the certification paths available, many project managers don’t have access to relevant development opportunities in their roles, and some lack training in essential project management collaboration tools, too.

  • Only 45% of organizations provide accredited project management training
  • 71% of companies believe employees need more project management skills, indicating a widespread competency gap
  • Only 78% of individual contributors feel comfortable using project or work management tools, according to monday.com’s World of Work report

These training gaps present a challenge and an opportunity. Companies that prioritize upskilling in their project teams — whether through certifications, internal training, or mentorship — will have a competitive advantage in delivering successful projects. Individually, too, professionals who invest in their development increase their earning potential and improve their ability to manage complex projects effectively.

Remote and hybrid project management roles are varied

Prior to the COVID-19 pandemic in 2020, most project managers worked in-person in offices. But thanks to the rise of digital project management tools and a willingness for companies to adopt remote working strategies, 61% of project management professionals now work remotely at least some of the time.

Data from the Project Management Institute (PMI) also reveals that:

  • 39% of project managers work in person for 5 or more days per week
  • 16% of project managers report this is an organization requirement rather than a personal preference

However, there are striking variations across industries:

  • 63% of construction project managers and 51% of manufacturing project managers are most likely to work entirely in person
  • Only 3% of construction project managers and 10% of manufacturing project managers work in fully remote roles

All of the data we’ve presented is significantly lower than McKinsey’s findings that 90% of organizations have embraced a hybrid balance of in-person and remote work roles. This comparison suggests that project managers have less flexibility than professionals in other fields.

The changing face of project management

When we talk about project management, we often picture certified professionals leading structured teams. The reality is far more complex — many people take on project management responsibilities without formally holding a project manager title.

According to Wellingtone’s research of 214 organizations, only 47% of projects are handled by a professional project manager, meaning that more than half of projects are managed by individuals who may not have formal training or experience. This trend suggests that project management skills are increasingly essential across various roles rather than confined to a dedicated profession.

The shift also raises concerns about how well-equipped employees are to manage projects effectively. With only 45% of organizations providing accredited project management training, many teams lack the necessary methodologies, tools, or strategic oversight to ensure consistent project success.

The rise of PMOs

That said, as project management expands across job functions, some organizations invest in dedicated structures to oversee their project execution.

82% of organizations now have at least one project management office (PMO), reinforcing the idea that structured project oversight is a priority. However, a quarter of these PMOs are less than 2 years old, suggesting many businesses are still experimenting with or refining their project governance models.

While 38% of organizations plan to increase their PMO investment this year, this commitment is still a significant drop from 57% the previous year. The decline indicates that some organizations need time to reassess the effectiveness of their PMOs or shift towards more decentralized, agile methodologies.

 

Project management is a strategic business function

As project management responsibilities expand, organizations recognize project management’s strategic value in driving business transformation. Rather than simply executing tasks, project managers are now at the forefront of major organizational priorities. But what are these priorities?

According to PMI, businesses need project managers to execute a range of high-impact initiatives. The following examples illustrate how companies use project management to shape the future of their businesses and stay competitive in their respective markets:

  • 27% of organizations use project management to embed new technologies into their business models
  • 24% are introducing new revenue streams to diversify and grow
  • 12% must digitize their operating models for greater efficiency
  • 12% wish to transform existing products with digital features
  • 10% must boost organizational resilience to navigate uncertainty
  • 10% need to increase sustainability in their supply chains and products

Project management is immature in many organizations

Despite the increasing reliance on project management to drive business transformation, many organizations still struggle with project execution, governance, and maturity. Wellingtone’s research highlights several key areas where this project management maturity remains a challenge:

  • Only 52% of organizations “mostly” or “always” create a scoping document as part of project planning
  • Just 48% consistently baseline their project schedules, making it difficult to measure progress and adjust timelines effectively
  • 64% of project managers “always” or “mostly” engage in risk management, leaving over a third of projects exposed to potential setbacks
  • Only 37% of organizations are satisfied with their current level of project management maturity, while 45% express dissatisfaction, highlighting a significant gap in executional confidence

Beyond structural inefficiencies, employees also feel the impact of poor project governance. A study from Resume Now reports that 44% of workers have experienced multiple abandoned projects without explanation — a reflection of poor planning, misaligned priorities, and ineffective leadership.

Project management methodologies aren’t one-size-fits-all

As organizations work to improve project delivery and execution, their choice of project management methodology plays a critical role. Wellingtone finds that 58% of organizations “mostly” or “always” apply a defined project management methodology from three main categories: predictive, Agile, or hybrid approaches. These methodologies work as follows:

  • Predictive: A traditional approach, such as the Waterfall model, which uses a linear, sequential process to ensure each project phase is completed before moving on to the next. This is a plan-driven and predictive approach, relying on providing detailed requirements early in the project lifecycle.
  • Agile: This focuses on flexibility, collaboration, and iterative progress rather than rigid planning. Agile practices like Scrum allow teams to adapt to changing project requirements, continuously improve workflows, and deliver value in shorter cycles.
  • Hybrid: A balance between structured planning and adaptability, hybrid project management offers the best of both worlds. This approach combines detailed upfront planning with time-boxed sprints, allowing for strategic oversight while maintaining the ability to pivot as needed.

 

An illustration from the Project Management Institute depicting a project management ways of working spectrum.

(Image source: Project Management Institute)

PMI reveals how organizations are structuring their project management frameworks:

  • 31.5% of companies use hybrid approaches — a significant increase from 20% in 2020
  • 43.9% of organizations still rely on predictive approaches, though this has declined from 58% in 2020
  • 24.6% of companies now use Agile project management practices, showing gradual growth from 23% in 2020

Looking ahead, the shift toward more flexible project management models is clear:

  • 73% of organizations expect to increase their use of hybrid project management practices over the next five years
  • 34% anticipate decreasing their reliance on predictive models over the same period, signaling a move away from traditional, rigid structures

Some project methodologies are industry-specific

If we consider project management methodologies on a spectrum, companies in specific industries tend to favor one approach over others, depending on their unique operational needs, regulatory environments, and project complexity. While Agile and hybrid methods continue to gain traction, some industries remain committed to predictive models due to their need for detailed planning, compliance, and long-term project timelines.

A chart from the Project Management Institute depicting project management methodology preference based on industry type.

(Image source: Project Management Institute)

Agile is dominant in financial services companies

  • 58% of financial services companies report using Agile methods regularly, making them the most likely industry to adopt Agile approaches
  • Only 45% of financial services firms still use predictive methods, reflecting a clear shift toward faster, customer-driven development cycles
  • Agile adoption in this sector is driven by the need for rapid regulatory adaptation, fintech innovation, and continuous product iteration

Predictive models are essential for construction companies

  • 76% of construction companies still rely on predictive project management, the highest among all industries
  • Only 27% of construction teams use Agile approaches, as sequential planning, safety regulations, and compliance requirements make iterative work difficult
  • 37% incorporate hybrid approaches, allowing some flexibility while maintaining strict project budgets and timeline controls
A Kanban project management board is divided into columns representing different stages of work and tasks move across the board as the project progresses.

Regardless of whether teams follow a predictive, Agile, or hybrid approach, they need a flexible, scalable platform that adapts to their way of working.

With customizable workflows, automation, and real-time visibility, monday work management is a unified platform that enables organizations to seamlessly integrate their preferred project management approach while maintaining alignment across teams, departments, and strategic goals. Whether managing long-term, highly structured projects or fast-moving Agile initiatives, monday work management ensures execution remains streamlined, transparent, and results-driven.

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Companies struggle to track and achieve project results

For all the tools, methodologies, and expertise available, one uncomfortable truth remains: many organizations still struggle to track project success rates and achieve positive business outcomes.

Part of the problem is undoubtedly knowing what project success means and how to achieve it. According to monday.com’s World of Work report, employees who understand how success is measured are 2x more likely to feel motivated to achieve these results.

But even when project managers know where the goalposts are, Wellingtone’s research highlights that 47% of organizations lack access to real-time KPIs. PMs are left operating in the dark and unable to make data-driven decisions that could prevent delays or overspending. Without clear performance tracking and project reports, teams risk detecting problems too late when course correction is costly or even impossible.

When projects reach completion, success is far from guaranteed. According to Wellingtone’s research:

  • Only 34% of organizations “mostly” or “always” complete projects on budget
  • Another 34% manage to deliver projects on time
  • Just 36% fully realize the benefits their projects were designed to achieve

The consequences aren’t just financial. High project failure rates also demoralize teams, reduce stakeholder confidence, and stall business growth.

PMI confirms these struggles, calculating an average project performance rate of 73.8%. This figure represents the percentage of completed projects that meet their business intent — meaning that more than a quarter of all initiatives fail to deliver what was promised.

AI has transformed the project management software market

Project management software has already become a staple for teams looking to improve collaboration, workflow automation, and real-time reporting. And now, tools like monday work management, that come equipped with built-in artificial intelligence capabilities, make it easier to achieve future success.

Automations can remind you of deadlines, notify someone of a change, or add new tasks to a workflow.

As companies seek to reduce inefficiencies, improve real-time decision-making, and minimize the administrative burden on project teams, this has prompted a major AI boom in the project management market. According to PMI, 1 in 5 project professionals now uses generative AI in over 50% of their recent projects for managing project work.

Generational differences in AI adoption and perception highlight a more nuanced reality. While younger professionals are digital natives, monday.com’s World of Work report suggests their approach to AI is more cautious than expected:

Millennials (73%) and Gen X (65%) are the most likely to embrace AI in project management, integrating automation into workflows to improve efficiency
Gen Z adoption lags at 59% despite their reputation as the most tech-savvy generation

Assaf Elovic, Head of AI at monday.com, believes that Gen Z’s deep familiarity with technology makes them more discerning about AI’s capabilities. Unlike earlier generations, Gen Z is less impressed by AI’s promises and may be more skeptical of its real-world benefits in project management.

Beyond adoption rates, concerns about AI’s impact on job security also vary by generation:

  • 30% of professionals across all age groups worry AI could threaten their jobs
  • 42% of Gen Z is particularly concerned about AI automating the aspects of their work they enjoy most, raising questions about how AI should be integrated without diminishing employee engagement and satisfaction

Despite these concerns, the AI-powered project management market continues to expand at a record pace. According to The Business Research Company, AI in project management is projected to grow from $3.08 billion in 2024 to $3.58 billion in 2025, with a CAGR of 16.3%. By 2029, the market is expected to reach $7.4 billion with a CAGR of 19.9%.

The future of project management

Project management is evolving — becoming more integrated, strategic, and technology-driven. As reported by Wellingtone, 62% of organizations anticipate an increase in project work, and 53% expect to shift towards working in smaller, more agile teams. In either case, the future of project management will be defined by:

  • Smarter, more adaptable workflows that align with strategic thinking
  • AI-driven automation to eliminate inefficiencies and improve real-time decision-making
  • Continuous cross-department tracking to ensure visibility across functions and projects
monday work management goals

One of the biggest challenges organizations face today is executing strategy with confidence — ensuring that work at every level is connected and working toward shared business goals. Organizations can achieve the following with monday work management:

  • Aligning cross-functional units around strategic priorities
  • Streamlining execution with customizable workflows
  • Accelerating decision-making with full project visibility
  • Adapting and course-correcting in real time to keep projects on track

The future of project management isn’t just about choosing the right methodology. It’s about having the right infrastructure to manage, scale, and optimize projects. Get a free trial of our platform to explore how monday work management can help your organization execute at scale and drive measurable business impact.

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Rebecca Noori is a veteran content marketer who writes high-converting articles for SaaS and HR Technology companies like UKG, Deel, Nectar HR, and Loom. Her work has also been featured in renowned publications, including Business Insider, Business.com, Entrepreneur, and Yahoo News. With a background in IT support, technical Microsoft certifications, and a degree in English, Rebecca excels at turning complex technical topics into engaging, people-focused narratives her readers love to share.

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