Methodology We conducted our third survey to identify leading PM practices and trends, and to determine the correlation between PM, business performance, and organisational success. The focus of our third survey was to continue analyzing the use and impact of PM activities in successful organisations. The survey was organised in three main sections. Section 1.0 of the survey focused on the background of survey respondents’ organisations. Section 2.0 of the survey focused on the management of a specific project, and included the following areas: Project Background, Factors Impacting Project Success, Governance, Scope Management, Risk Management, Benefits Realisation Management, Human Resource Management, Cost Management, Quality Management, and Change Control Management. Section 3.0 of the survey focused on the following areas: Project Portfolio Management, PMOs, PM Training, EVM, and Agile PM. From December 2011 through January 2012, 1,524 participants responded to the survey from 34 industries, across 38 countries. The data was gathered via a web-based quantitative survey, which consisted of 146 closed questions. The survey gives us insights into the collective opinions of these groups of people on a wide range of topics (project types, success factors, tools, and people aspects) and ‘best practices’ (organisational structure, maturity level, and project performance). In addition to group opinions and key trends, we calculated two essential indices that have been used for the analysis: maturity level and PM performance. Maturity level has been calculated by combining the answers to 73 of the survey questions within the areas of Governance, Scope Management, Risk Management, Benefits Realisation Management, Human Resource Management, Cost Management, Quality Management, and Change Control Management. The PM performance was computed by aggregating elements of individual performance measured as a percentage of projects that meet our five key performance indicators - delivered on schedule, within budget, to scope, meeting quality standards, and that deliver business benefits. As we evaluated organisations’ PM performance, there are four core elements that we have taken into account: processes, organisational structure, people, and systems and tools. This year’s survey consisted of similar questions to our prior surveys. However, in order to stay current with the PM discipline, some questions have been modified and/or added to draw more insight. In those instances where questions were the same or similar to prior surveys, we drew comparisons in order to show the trends from prior years.