The Theory of Evolution in Project Management

The discipline has evolved by learning from its mistakes. For this reason—with all due respect—I apologize to all species, and especially to Charles Darwin, for bringing his theory of evolution into project management.

According to an article by Celoxis, More than 70% of project offices fail because they focus on methodological aspects, neglecting what is essential: generating real value for the business.

The different eras of project management

The concept of "project" arises when contemplating large constructions that still exist. But as a formal discipline, it emerged in the 20th century, promoted by sectors such as naval and aerospace.

Over time, this knowledge reached universities and then institutions that trained and certified professionals. Finally, at the end of the last century, technological solutions appeared, although with limited adoption.

After the year 2000, technological advances drove strong growth in the number of projects. Companies adopted best practices and created PMOs, which increased the demand for certified professionals and the supply of more technological solutions. However, many offices focused more on applying rigid methodologies than on generating value, which raised questions.

The digital emergence brought new demands: agility, experimentation and constant measurement of results. With the emergence of agility, many PMOs were reduced or converted into "agile offices" replacing professionals with “new” certifications. But the belief that all projects could be managed equally led to a new wave of unmet expectations and the closure of project offices.

An analysis carried out by our consulting firm in 2021, which included 85 organizations from Argentina, Chile and Uruguay - mainly with executive-level participants (more than 80%) - and covered sectors such as the Knowledge Industry, Government, NGOs, Extractive Industries, Financial Services and Insurance, revealed that the level of maturity in agility was located at 3 (on a scale of 1 to 5). Only 15% reached high levels (4 or 5) and only 50% considered they had obtained satisfactory results.

Understanding the new balance

Just as nature adapts, PMOs did too. Although today there are fewer offices, their presence is more balanced and their configuration responds to the needs of the business. It is no longer about following trends, but about applying the approach—adaptive or predictive—that best suits each project.

We propose to analyze PMOs based on two key dimensions: its purpose and its focus. From this combination four archetypes emerge that represent common office styles, although each one has its own “DNA”:

These models reflect the degree of maturity and evolution of organizations. Understanding their needs allows us to combine the best of each archetype to adjust to the real needs of each company.

Our commitment: drive results and improve organizational capabilities

With our Program & Integration Management service, we help organizations overcome challenges and achieve concrete results. We focus on two pillars:

• Align the portfolio of initiatives with the strategy
  • We manage demand and the portfolio with a focus on business objectives.
  • We accompany you from the definition to the implementation of each initiative.
• Develop organizational capabilities
  • We strengthen PMOs so that they generate value for your organization.
  • We provide specialized talent: PMs, PMOs, Scrum Masters and other key profiles.

Is your organization prepared to evolve and maximize its impact?