Take a look at why project success depends as much on methodology as it does on business acumen.
Every year, billions of rupees are spent on projects that succeed technically but fail strategically. Schedules are met, deliverables are handed in, but business value is not achieved. And project professionals sit at the center of the problem.
Their role in strategy implementation has never been more important. However, many teams lack the necessary skills and training. According to PMI's Pulse of the Profession 2025, only 18% of project professionals demonstrate high business acumen – the ability to align projects with strategy and business goals.
The latest research from Wellington states that almost half of organizations remain unhappy with their project management maturity level and poor training for project managers. In other words, the skills required in project management – communication, business alignment and benefits management – are where teams are weakest.
More scope but less support
Wellington's data shows that 72% of project leaders expect their responsibilities to expand in the future – owning more processes, managing larger project portfolios, and being more involved in benefits-related processes.
They are being asked to focus on sustainability, profitability and customer demand while maintaining the creative and technical aspects – all under time pressure. But less than half expect to get additional help and even fewer report arranging training to keep their teams moving.
This creates an environment where project managers are being asked to do more work with the same or less resources, while investment in skills lags behind.
Both PMI and Wellington cite training as the weakest link. PMI's survey of senior leaders revealed that 54% agree that their teams need strong business skills. However, they continue to give greater priority to technical skills (64%) and strength skills (61%).
On the other hand, companies invest almost twice as much time in technical skills (46% of training hours) as they do in business skills (25%). This leaves project professionals with a higher knowledge of the methodology, but less confidence when they need to align projects with business strategy or demonstrate value to executives.
Wellington's findings add another layer on top. Despite access to various qualifications, poorly trained project managers remain top challenges year after year. In other words, professionals are getting certified, but not necessarily in the skills their company needs most.
low investment costs
The cost of skills shortages is also visible in performance data. PMI's 2025 research shows that organizations with professionals demonstrating high business acumen:
- Meet business goals more often (83% vs. 78%)
- Deliver projects at high rates as per budget and schedule
- Failing less often (8% vs. 11%)
Meanwhile, Wellington reports that only 39% of companies provide full project benefits, and more than half say they have a consistent record of project success.
However, without proper training in strategic skills, project professionals focus more on scope and schedule but struggle to deliver broader business value. In simple words, many projects are completed, but only a few of them meet the business goals.
To put it bluntly, a well-designed building misses its commercial goals, or an infrastructure project that meets engineering standards but does not provide the intended community benefits.
But the skills gap isn't just about training programs. When project leaders have a clear view of the portfolio, dependencies, and workload, teams can evaluate risks and connect daily work to strategic outcomes. However, 14% of companies still rely on Microsoft Excel to plan their projects, while 11% have no project management solution.
Therefore, it also comes down to companies using proper project management tools that help build business acumen by showing the connection between daily tasks and strategic impact.
Building training into daily work
The good news is that training doesn't have to depend on long courses. Many companies also incorporate learning into the work flow. PMI's research shows that project professionals with high business skills actively pursue learning opportunities 30% more than their peers.
But the key here is relevance. Training should be practical and tailored to the challenges the teams face. This is where modern teaching methods come in. And it's probably not the one you think of.
Training can start with the equipment used by the teams. When a company handles portfolio planning, workload visibility, and task execution in a single environment, they learn by doing. Teams look at how dependencies impact delivery, how workloads change with priorities, and how portfolio changes reach across the organization.
This is something we emphasize strongly at Teamhood – the tool should support best project management practices. For example, when professionals can see workload distribution, dependency risk and portfolio views in real-time, they are being trained in resource management, risk mitigation and prioritization. So, the line between “working” and “learning” disappears.
bottom line
Project management maturity implies process continuity. Today, it's about the ability for teams to learn, adjust, and regroup.
The smartest companies are using data, tools, and portfolio visibility to manage work as well as train their teams. Every dashboard, dependency map, or resource view becomes a feedback ground. And when that happens, learning becomes part of how the company works.
