Download - The AXELOS 2016 PRINCE2® Report
The AXELOS 2016 PRINCE2® Report
April 2016
2
Welcome to the 2016 AXELOS PRINCE2® Research Report. This is the
first time that AXELOS has produced a report of this kind, and we would
like to thank all those who helped make this a reality. Before we begin
with the analysis of the results I would like to share our objectives when
creating this research, the details of when and how it was promoted and
some of my initial thoughts.
Our main objectives when pulling this together was to better understand who is gaining PRINCE2 certification, why
they are gaining it and what value do they obtain from it. The primary focus was on the UK as our primary market for
PRINCE2 although we received a solid number outside the region too. . As the concept of the research grew we felt that
it was something which would not only add value to AXELOS and our future planning but also our partners and the wider
community, and hence the publication of this report.
The online survey which forms the basis of this report was conducted between the 22 February and 7 March 2016.
It was created by AXELOS and promoted through our own existing community sign up databases, our social media
channels, our partners, the PRINCE2 and MSP® LinkedIn Group and an email send to Monster Jobs UK. By selecting
these channels we believe that we received a more rounded view, than by simply promoting to our existing database.
Before we embarked on this research, we also conducted a short
analysis on LinkedIn profiles in the UK. While we will not include
the results in this official analysis as it relies on individuals
maintaining an accurate and up-to-date LinkedIn profile, we will
from time to time reference this analysis in relation to the findings
of our report.
While I will not cover all the insights here, as mentioned I do want to pull out a couple of key findings that were of
particular interest.It is encouraging to hear that so many people are gaining value both for their role and career by
achieving their PRINCE2 certification. What we didn’t necessarily expect was the value that is being gained from it,
outside of roles in which it is usually most heavily linked to, that is from the Project Management Office. The fact that
senior management, operations and other functions from across the organization find PRINCE2 valuable not only to their
role, but to their career is not something we expected. As a business we will investigate this further, to understand and try
and improve the value gained from PRINCE2 across the whole organization. In today’s business environment, it could be
argued that everyone regardless of their role is a project manager in some form.
The research will also help put to bed certain myths that occasionally surround PRINCE2; we can see that the level of
adoption of the methodology is more or less the same regardless of organization size, to name just one example.
EXECUTIVE SUMMARY
The research will also help put to bed certain myths that occasionally surround PRINCE2
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
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EXECUTIVE SUMMARY (CONT.)
The final section of this research also covers an area in which we are particularly interested in, namely Agile. It comes as
no great surprise that the vast majority of individuals see considerable value of working in an Agile way, it is encouraging
that this is even stronger in PRINCE2 certificate holders who could easily be wrongly accused of being firmly entrenched
in a traditional waterfall mindset. There is much work to be done though at an organizational level as there is a wide gap
between the value individuals see in working in an Agile way and the appetite for it within their function and organization.
Organizations who adopt an Agile way of working in the correct or suitable way for their business, can benefit from
earlier delivery and in turn earlier return on investment. While I have made it sound like a simple process, it is in fact an
extremely difficult challenge which as the research demonstrates, is scaring many businesses away despite the obvious
benefits on offer.
Finally I would like to thank again everyone who completed the survey or helped promote it. I hope that you find the results and the analysis insightful, interesting and useful.
Nikos PaxosHead of PPM
AXELOS Global Best Practice
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
THE RESPONDENTS
5
The primary focus of the survey was on the UK as the primary market for PRINCE2. In
total we received: 2,434 respondents to the survey of which 38% came from the UK.
This has enabled us to benchmark UK respondents against the Rest of the World (RoW)
for many of the graphs and tables in this report. Where appropriate we have also broken
down the top countries by volume response. This is not too dissimilar from the regional
breakdown of PRINCE2 exams although this will be explored further in the section
on PRINCE2.
To give an idea of the breakdown by regions included in the “RoW” category we have included this graph. Again we feel
that we have gained a good coverage from around the world, which will be useful in benchmarking results further on in
this report. It is worth noting that the UK has been excluded from Europe’s results, as the RoW category will not include
the UK.
THE RESPONDENTS
Rest of the World 62%
UK 38%
UK vs. the Rest of the World
North America
Oceania
Central
America
& West
America
Asia
South America
Europe
Middle East
& Africa
As part of the survey we also tried to understand more about the type and size of organizations that respondents
worked for, as well as their function within those organizations.
This graph shows the breakdown of respondents by industry. The graph shows that a large number of respondents
were from an IT background, with high response rates from the Financial Services, Professional Services and
Telecommunications. It is interesting to note that these are similar to the main verticals which came out of the 2014,
Regional Breakdown (Excluding UK)
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
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THE RESPONDENTS (CONT.)
0% 5% 10% 15% 20% 25% 30% 35%
Energy and utilitiesConstruction
Transport and logisticsRetail
HealthcareManufacturing
Teaching and educationEngineering
Public services and adminBusiness and support services
TelecommunicationsProfessional services
Financial servicesOther
Information technology
We were also encouraged by the split of organization size that we received; over half of the respondents were from
organizations with over 500 employees with the majority from an enterprise level organization. It is also interesting that
many respondents were from much smaller organizations, with less than 100 members of staff. This will be particularly
interesting when we take a look at the section on Agile.
“The Importance of ITIL®” research report published by AXELOS. We will explore industries in more detail when we break
down the results by those who hold a PRINCE2 certification.
150044%
0 - 9930%
500 - 149912%
100 - 49914%
What Industry Do You Work In?
Size of Organization
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These charts offer a picture of the type of individuals which make up the respondents. While again we will cross reference
these in more detail in the latter part of this report, it is worth noting that we have received a good range and spread
of ages as well as a good sample size of different levels of experience. Looking at the current level of experience it is
encouraging to see that we have a significant enough sample size for each of the major categories.
THE RESPONDENTS (CONT.)
0% 5% 10% 15% 20% 25% 30%
Under 24
25-29
30-34
35-42
43-49
50-59
Over 60
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
0-5 years
6-10 years
11-15 years
15+ years
Age of Respondents
Current Level of Experience
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
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THE RESPONDENTS (CONT.)
Unsurprisingly, the majority of respondents were from a project,
programme or portfolio management function, although there
was also strong representation from IT, Consultants, Senior
Management and Operations. One of the objectives of this
research was to understand who outside of the traditional PMO
was taking and hopefully gaining value from PRINCE2. On this
basis we were glad to see that 70% of respondents were from
outside of this function.
0% 5% 10% 15% 20% 25% 30% 35%
Accounting
Legal
Finance
HR
Marketing
Product Management
Business Development
Sales
Engineering
Operations
Senior Management
Other
Consultant
IT
Project/Programme/Portfolio Management
When looking at the breakdown
by function we were again
encouraged by the spread
of responses.
The final question in this section asked respondents to list what qualifications they have gained. Well over 40% of
respondents hold either a PRINCE2 Foundation or Practitioner level certification which was encouraging and ensured that
we could do further analysis of PRINCE2-certified individuals.
Somewhat unsurprisingly given the level of response from those either in an IT function or IT industry, around 50% were
ITIL certificate holders at some level from Foundation through to Master level. This would also be expected given the
AXELOS database was one channel used to promote the survey (although those who had only opted in for ITIL related
communications were not included in the email communications regarding the survey).
What Is Your Job Function?
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
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THE RESPONDENTS (CONT.)
0% 5% 10% 15% 20% 25% 30% 35%
MoV Practitioner
APM Practitioner Qualification
ITIL Master
Introductory APM Certificate
MoP Practitioner
M_o_R Practitioner
APMP
P30 Practitioner
Agile Project Management Foundation only
Agile Project Management Practitioner
PRINCE2 Agile Practitioner
ITIL Expert
MSP Practitioner
ITIL Intermediate Level
PRINCE2 Foundation Only
PMP Certificate
None
Other
ITIL Foundation only
PRINCE2 Practitioner
It was also encouraging to see a good representation from PMP Certificate holders.
30% of respondents listed other relevant qualifications; there were over 650 unique inputs to this question but the main
other responses can be loosely categorized as those with an MBA (1%), Scrum Master Certification (1.4%), TOGAF
(0.8%), MSP certification other than Practitioner level (1.5%) and some level of Six Sigma Certification (1.4%).
What Qualifications Do You Have?
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
PRINCE2
11
This section will focus entirely on those who have stated that they hold either a PRINCE2
Foundation or Practitioner level qualification. We will be exploring who, why and what
value individuals’ gain from holding the certification to better understand its application
and implementation in today’s working environment. This will not only help AXELOS with
future product development, but also hopefully open others up to the possibility of gaining
value from PRINCE2 where it had otherwise been assumed this was not possible.
In this first chart we have shown the split by region and by level of qualification. These roughly match the numbers
which we see by looking into the exam figures; around 40% of PRINCE2 exams are taken in the UK. The breakdown of
Foundation and Practitioner is a little higher than the global average which ranges between 50-60%; this figure is more
aligned to the conversion rate seen in the UK market, although we do not believe that this will negatively impact the value
of these findings.
PRINCE2
Rest of the World 56%
UK 44%
Respondents with PRINCE2: UK vs. Rest of the World
PRINCE2 Foundation Level 26%
Respondents with PRINCE2: Level of Qualification
PRINCE2 Practitioner Level 74%
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As PRINCE2 does not require any prerequisites, it is understandable that individuals would take this certification earlier in
their career than other project management certifications in the market such as the PMP certificate which requires hours
of experience before taking.
It is also possible that individuals within the UK are taking PRINCE2 earlier in their careers as it more closely tied to their
career progression, as we’ll see in the next chart when we look at the reasons for attaining certification.
As referenced in the previous chart’s commentary we asked individuals to state why they gained their PRINCE2
certification. Again we have broken this down by those in the UK and those outside of the UK.
See chart overleaf.
PRINCE2 (CONT.)
One of the first questions we asked PRINCE2 respondents was at what stage in their career they achieved their PRINCE2
certification. What we can see is that the majority of individuals from the UK gained their certification within the first 10
years of their career. When compared with the rest of the world, individuals in this category are gaining their certification
much later in their careers.
0% 10% 20% 30% 40% 50% 60%
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
When I was juststarting out
After a coupleof years
After 5 to 10 years
After over 10 years
When in Your Career Did You Gain PRINCE2?
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PRINCE2 (CONT.)
0% 5% 10% 15% 20% 25% 30% 35% 40%
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
Skillsdevelopment
Careerprogression
Requirementas partof my role
Career/jobchange
Mandatedby myorganization
Other(please specify)
Recommendedby a colleague/peer
What we can see here is that individuals from the UK are more likely to gain PRINCE2 to progress their career than the
RoW who are more focused on “Skills Development”.
Looking back to the previous chart, this adds value to the idea that individuals in the UK see PRINCE2 as more
valuable to their career; they are more likely to take the certification earlier on to help with their career progression.
Also worthy of note is that those respondents saying that they took PRINCE2 as it was either “Mandated by their
Organization” or a “Requirement as Part of their Role” were only marginally higher in the UK than the RoW. This
is particularly of interest when linked to the above finding that individuals see it as valuable to their career, yet
organizations do not always require it; in this way within the UK it is seen as a differentiator by individuals for their CV
more so than the RoW.
There was no real pattern of note in the “Other” category with respondents giving a range of answers from “Competitive
advantage” to “Part of MSc course I was studying”.
Why Did You Gain Your PRINCE2 Certification?
Within the UK PRINCE2 is
seen as a differentiator by
individuals for their CV.
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PRINCE2 (CONT.)
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
RoW
Top 5 PRINCE2 Countries
RoW
Top 5 PRINCE2 Countries
RoW
Top 5 PRINCE2 Countries
RoW
Top 5 PRINCE2 Countries
RoW
Top 5 PRINCE2 Countries
RoW
Top 5 PRINCE2 Countries
RoW
Top 5 PRINCE2 Countries
Skillsdevelopment
Careerprogression
Requirementas part ofmy role
Career/jobchange
Mandatedby myorganization
Recommendedby acolleague/peer
Other(please specify)
When we split this further down into a comparison of the top 5 PRINCE2 countries by volume (and by this we are
assuming these are some of the more mature PRINCE2 markets) compared to the rest of the world, we largely see
the same results. Skills development remains highest for the RoW countries with a more even split between Skills
Development and Career Progression for the top 5 PRINCE2 countries.
One difference of note is that as expected, we start to see requirement as part of my role dropping off for the RoW when
compared to the top five countries.
Why Did You Gain Your PRINCE2 Certification? Further Investigation
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
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Retail
Construction
Energy and utilities
Transport and logistics
Manufacturing
Healthcare
Engineering
Telecommunications
Business and support services
Teaching and education
Public services and admin
Financial services
Professional services
Other
Information technology
0% 5% 10% 15% 20% 25% 30%
When compared to the aforementioned LinkedIn analysis,
this is roughly the same top categories although it is
difficult to compare exactly as LinkedIn uses different
industry designations to those of this survey.
PRINCE2 (CONT.)
Looking at the breakdown
by industry it is therefore
unsurprising that IT ranks as the
highest adopter of PRINCE2.
Which Industries Adopt PRINCE2?
After gaining more of an understanding of why individuals take PRINCE2, we conducted further analysis on who is
achieving certification. The assumption here would be that the majority of PRINCE2 certificate holders would be working
in support of PMO role as the main target audience and beneficiary of the PRINCE2 methodology and certifications. Also
given PRINCE’s birth in the world of IT, it would make sense that there would be a strong representation from this industry.
Looking at the breakdown by industry it is therefore unsurprising that IT ranks as the highest adopter of PRINCE2.
This is followed by Professional Services, Financial Services, Public Services and Admin, Teaching and Education,
Business and Support Services and Telecommunications.
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
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PRINCE2 (CONT.)
When looking at the functions that adopt PRINCE2 again
it is not surprising the Project, Programme, and Portfolio
Management comes out top as the main audience for
PRINCE2. Again, it is of little surprise to see Consultants
and IT ranking highly but it is interesting that so many
respondents who classified themselves as Senior
Management have also gain the PRINCE2 Certification.
This is perhaps linked to the fact that so many of the
respondents have more than 15 years of experience.
We will look at the breakdown of these functions in a later
section of commentary.
It is not surprising the Project,
Programme, and Portfolio
Management comes out top as the
main audience for PRINCE2.
Which Functions Adopt PRINCE2?
0% 5% 10% 15% 20% 25% 30% 35% 40%
Legal
Finance
Accounting
HR
Sales
Marketing
Product Management
Business Development
Engineering
Operations
Other
Senior Management
IT
Consultant
Project/Programme/Portfolio Management
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
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PRINCE2 (CONT.)
Before we do though, we’ll take a look at the other qualifications that individuals with PRINCE2 have taken. As expected
just over a third of respondents have ITIL Foundation, and another 20% have either gained one or more ITIL Intermediate
or Expert level qualification. These results tally with the previous findings related to IT.
The third most popular qualification from our sample of PRINCE2 certificate holders (if we exclude “None”) is the
PMP Certificate. AXELOS recently published a white paper on PRINCE2, the PMBOK Guide and ISO:21500 so it
is encouraging to see a good number of practitioners are gaining value through the use of both (although we do
acknowledge it is an assumption that by having both, a practitioner would adopt both in their role).
The third most popular qualification from our
sample of PRINCE2 certificate holders (if we
exclude “None”) is the PMP Certificate.
0% 5% 10% 15% 20% 25% 30% 35%
ITIL Master
MoV Practitioner
Introductory APM Certificate
Agile Project Management Foundation Only
APMP
P3O Practitioner
MoP Practitioner
M_o_R Practitioner
Agile Project Management Practitioner
PRINCE2 Agile Practitioner
ITIL Expert
ITIL Intermediate Level
PMP Certificate
MSP Practitioner
None
ITIL Foundation Only
Other Qualifications In Addition to PRINCE2
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
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PRINCE2 (CONT.)
0% 5% 10% 15% 20% 25% 30%
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
Recommendedby colleagueor peer
I hadno choicein provider
Price orpromotion
The type oftraining offered(e.g. Online/eLearning)
Other
Onlinerecommedation
As part of this research we also wanted to better understand PRINCE2 training offered, and what it is that candidates
look for when selecting their training provider. It was also our hope that we would better understand how training is
generally funded.
Looking at the chart on why candidates select a particular training provider, it demonstrates that there are some quite
large disparities between the UK and the RoW. In the UK the largest driver is that individuals “Had no choice in training
provider” followed by “Price or promotion”. This is likely linked to the split between training funded by an organization
and self-funded training that we see in a future chart. It is a fair assumption that those who fund training themselves
would be influenced far more greatly by price than those who have no choice in the matter.
It is perhaps more interesting to look at the some of the other disparities; the difference between a recommendation by
a colleague or peer vs. online, while nothing new to the world of customer advocacy, is still a worthwhile point. It is also
interesting that the RoW scores extremely highly for this, and is perhaps indicative of the slightly less mature PRINCE2
markets where mandated PRINCE2 training is more commonplace.
Training Provider Selection
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
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PRINCE2 (CONT.)
0% 10% 20% 30% 40% 50% 60%
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
Other
Other
Self-funded
Self-funded
Funded bymy organization
Funded bymy organization
When looking further into how PRINCE2 is funded our findings highlight that in the UK there is more of a sway
towards training funded by the organization, whereas for the RoW it is almost a 50:50 split between the two.
This makes more sense of the previous chart, in the context of training provider decisions being out of the hands
of the individual.
How Is PRINCE2 Funded?
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
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PRINCE2 (CONT.)
0% 10% 20% 30% 40% 50% 60%
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
No
Not
sur
ePa
rtly
Yes
The next sections looks at how individuals have rated the value of PRINCE2 to their careers and roles. We will start by
addressing the former.
Interestingly despite the previous analysis highlighting that individuals in the UK market are primarily taking PRINCE2
for career progression, those from the RoW actually find PRINCE2 marginally more valuable to their careers. Therefore
is PRINCE2 being used as a value-add on a CV regardless of the reputation and level of awareness of PRINCE2 in a
given market?
To investigate this further we broke down the same question by the top five PRINCE2 countries by exam volume and
benchmarked this against the RoW. Interestingly, candidates in India, Germany and Australia found the most value to
their careers whereas the UK and the Rest of World were very much on a par. This reinforces the assertion that PRINCE2
is being used to add value to CVs regardless of the maturity level of PRINCE2 in a given market. While it is outside the
remit of this research, it is perhaps the case that recruiters are looking for a PRINCE2 qualification where no strong
alternative exists.
Figures illustrated overleaf.
Was PRINCE2 Valuable To Your Career?
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
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PRINCE2 (CONT.)
0%
10%
20%
30%
40%
50%
60%
70%
80%
Australia Germany India
No
Not
sur
e
Partl
y
Yes
No
Not
sur
e
Partl
y
Yes
No
Not
sur
e
Partl
y
Yes
Was PRINCE2 valuable to your career? Regional Deep Dive
0%
10%
20%
30%
40%
50%
60%
The Netherlands United Kingdom RoW
No
Not
sur
e
Partl
y
Yes
No
Not
sur
e
Partl
y
Yes
No
Not
sur
e
Partl
y
Yes
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
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PRINCE2 (CONT.)
Yes 67%
Consultants
Not Sure 6%
Yes 61%
Project/Programme/Portfolio Management
Not Sure 8%
Yes 41%
Other Responses
Not Sure 11%
Yes 51%
IT
Not Sure 9%
Yes 47%
Senior Management
Not Sure 9%
Yes 34%
Operations
No 3% No 3%
No 6% No 4%
No 7% No 6%
Not Sure 13%
In the next chart we have looked to break down the value of PRINCE2 to candidates’ career by job function. We have
taken the top 5 job functions and then compiled the others into one chart to benchmark the individual functions against
the rest.
Somewhat unsurprisingly, those within project, programme and portfolio management, along with consultants, find
PRINCE2 valuable to their career. IT, Senior Management and Operations to varying degrees also find value to their
careers to some level. Finally, when compared to the other responses there is a general consensus that regardless of
function, candidates do find that PRINCE2 is valuable to their career.
Partly 24% Partly 28%
Partly 42% Partly 36%
Partly 37% Partly 47%
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
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PRINCE2 (CONT.)
0% 10% 20% 30% 40% 50% 60%
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
No
Not
sur
ePa
rtly
Yes
We’ll now address the latter question of value of PRINCE2 to an individual’s role. There is less interest in the
regional breakdown here as there is very little difference by region although we would have been surprised if there
was a large discrepancy.
Was PRINCE2 Valuable to Your Current Role?
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
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PRINCE2 (CONT.)
Yes 57%
Consultants
Yes 61%
Project/Programme/Portfolio Management
Yes 46%
Other Responses
Yes 48%
IT
Yes 49%
Senior Management
Not Sure 3% Not Sure 2%
Not Sure 6% Not Sure 2%
Not Sure 9%
Yes 41%
Operations
No 12% No 11%
No 20% No 10%
No 9% No 15%
What is of more interest is when the response is broken down by job function. Again like in careers both project, programme
and portfolio and consultant roles come highest although their places are now reversed with the former now top. This should
come as no great surprise given the volume of people within the PPM function who do have PRINCE2 that it is not necessarily
a differentiator on a CV.
We do though see a very similar response as with careers across the remaining functions including “Other Responses”.
The vast majority of candidates regardless of job function are gaining some sort of value at the very least for their role
which is very encouraging.
The penultimate commentary for this section on value focuses on the Senior Management function. Interestingly for both value
to career and role Senior Management scored strongly. It is not something that AXELOS has considered as an audience for
PRINCE2 and is something which as an organization we will investigate further outside of the remit of this report.
Partly 28% Partly 26%
Partly 28% Partly 40%
Partly 33%
Partly 44%
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
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PRINCE2 (CONT.)
In the final section on PRINCE2 we asked the respondents to rate the level of adoption of PRINCE2 within their function
and their organization. The first two graphs show the results in broad terms but don’t show much by way of insight into how
PRINCE2 is being used.
The following charts breakdown the answers by job function and organization. For the two graphs in this section we have
worked out the percentage of each category so that we can compare the trends on an even basis.
Those within the PMO or
Consultancy function have the
highest “High” level of adoption
Level of Adoption By Function
0%
10%
20%
30%
40%
50%
Other PMO Role Senior Management
Hig
h
Med
ium
Low
Non
-exi
sten
t
Not
sur
e
Hig
h
Med
ium
Low
Non
-exi
sten
t
Not
sur
e
Hig
h
Med
ium
Low
Non
-exi
sten
t
Not
sur
e
If we take a look first at the job function it throws up some
interesting figures. Those within the PMO or Consultancy
function have the highest “High” level of adoption, but
both have nearly a third of respondents rating the adoption
level of “Low” or “Non-Existent”. In addition when
compared to other functions such as IT, Operations, Senior
Management or Other, there is not a noticeable difference.
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
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PRINCE2 (CONT.)
0%
10%
20%
30%
40%
50%
60%
Consultant IT Operations
Hig
h
Med
ium
Low
Non
-exi
sten
t
Not
sur
e
Hig
h
Med
ium
Low
Non
-exi
sten
t
Not
sur
e
Hig
h
Med
ium
Low
Non
-exi
sten
t
Not
sur
e
Level of Adoption By Function
It is perhaps easier to view if we compile the results as an average; setting aside “Not Sure” responses we have scored
the rest from “High” as 4 through to “Non-Existent” as 1. For all of the charts like this in this section we have also used
the same scale on the y-axis so that we can see the differences in comparative terms.
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
27
PRINCE2 (CONT.)
Having broken the results down by average score we can see that the PMO and Consultancy functions come out as
highest followed by IT and Operations and then by Other. Although the order is what we would expect, the difference in
the values is not as great as we assumed it would be, adding more weight to the assertion that PRINCE2 is a valuable
methodology outside of its traditional origins.
When we switch to the same question but by the organization’s level of adoption by industry again it is unclear in the raw
format. As with job function, we scored the responses and removed the “Not Sure” category.
When broken down in this way we can see that, in terms of the level of adoption, Professional Services is the highest
followed by Public Services and Admin, Telecommunications and Business and Support Services. It is worth noting that
this is purely the level of adoption within the vertical by those who have PRINCE2 training, and not an indication of pure
volume. For example, IT is by far the largest industry in this report by volume, but they do not have the highest level of
adoption. We can therefore conclude that although PRINCE2 has a broad adoption within IT, it is heavily tailored within a
lot of those organizations.
Figures illustrated overleaf.
2.00
2.10
2.20
2.30
2.40
2.50
2.60
2.70
2.80
2.90
3.00
Consultant IT Operations Other PMO Role SeniorManagement
Level of Adoption By Function (Average)
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
28
PRINCE2 (CONT.)
Professionalservices
Public servicesand admin
Telecommunications
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Hig
h
Med
ium
Low
Non
-exi
sten
t
Not
sur
e
Hig
h
Med
ium
Low
Non
-exi
sten
t
Not
sur
e
Hig
h
Med
ium
Low
Non
-exi
sten
t
Not
sur
eBusiness and
support servicesFinancialservices
Informationtechnology
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Hig
h
Med
ium
Low
Non
-exi
sten
t
Not
sur
e
Hig
h
Med
ium
Low
Non
-exi
sten
t
Not
sur
e
Hig
h
Med
ium
Low
Non
-exi
sten
t
Not
sur
e
Level of Adoption By Industry
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
29
PRINCE2 (CONT.)
2.0
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
3.0
Bus
ines
s an
dsu
ppor
t ser
vice
s
Fina
ncia
lse
rvic
es
Info
rmat
ion
tech
nolo
gy
Prof
essi
onal
serv
ices
Publ
ic s
ervi
ces
and
adm
in
Tele
com
mun
icat
ions
The final element of this section is looking at adoption by organization size. Again we have can take little insight from
the data in its raw format so we have transferred the results to an average in the same way as above. Where with the
previous charts we saw a range of responses from between and average of 2 and 3, here we see very little variation
by organization.
Level of Adoption By Industry (Average)
This will hopefully dispel any myths that PRINCE2 is
only applicable by organizations of a certain size as
the results clearly show that there is an even level of
adoption of the methodology regardless of size.
Figures illustrated overleaf.
This will hopefully dispel any myths
that PRINCE2 is only applicable by
organizations of a certain size
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
30
PRINCE2 (CONT.)
2.0
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
3.0
0-99 100-499 500-1499 1500+
Level of Adoption by Organization Size (Average)
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
NON-PRINCE2 RESPONDENTS
32
NON PRINCE2 RESPONDENTS
0% 5% 10% 15% 20% 25% 30% 35%
I don’t see the value inprofessional certifications
I don’t see the value inPRINCE2
My organization doesnot adopt PRINCE2
Other
My organization does notfund training/Price too high
Other qualifications/certificationsare more relevant for me
It is not required as partof my current role
I plan to gain my PRINCE2Certificate in the near future
For those respondents who do not have PRINCE2 we asked a separate question. The first of these was if they had heard
of PRINCE2; those who had not heard of PRINCE2 (27% of those who do not have a PRINCE2 certificate) were then
excluded from responding to the questions in this section as they would have added no value to the analysis.
The three charts in this section look at why those who had heard of PRINCE2 had not taken it. If we exclude those who
are planning to take it, the next major reason why not is that “It is not required as part of my role”.
If we go back to the beginning of the analysis and look at the reasons why candidates were taking PRINCE2 and
compare them to these responses we can see an interesting contrast. Being required as part of a role or mandated by
an organization is not a particularly strong driver when deciding whether to take PRINCE2 or not, but it is a driver as a
reason not to take it. The main takeaway here is that individuals who haven’t gained PRINCE2 are potentially missing
out on value to their career progression and skills development, as they believe they do not need PRINCE2 because it is
not a requirement for their role.
Why Do You Not Have PRINCE2?
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
33
NON PRINCE2 RESPONDENTS (CONT.)
0% 5% 10% 15% 20% 25% 30% 35% 40%
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
I plan to gain myPRINCE2 Certificatein the near future
It is not requiredas part of mycurrent role
Other qualifications/certifications are morerelevant for me
My organization doesnot fund training.Price too high
Other(please specify)
My organizationdoes not adoptPRINCE2
I don’t see thevalue in PRINCE2
I don’t see thevalue in professionalcertifications
It is also worth noting that price is a driver to select a training provider (if the candidate has the choice), but not a
major driver for selecting a certification.
If we begin to break down the same question by UK vs. the RoW and job function we see some more interesting
insights. The biggest contrast between UK and the RoW is seen in being a requirement as part of a role and planning
to gain the certification in the near future. As we’ve seen in the earlier analysis, those outside of the UK are more likely
to take PRINCE2 for skills development than anything else, which ties it less closely to career and job considerations
around training and certification.
Why Do You Not Have PRINCE2 By Region?
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
34
When looking at the analysis by job function it is perhaps not as clear a pattern. One thing we would comment on is that the
plan to take PRINCE2 in the future seems to be a clear winner across functions apart from Operations.
NON PRINCE2 RESPONDENTS (CONT.)
Why Do You Not Have PRINCE2 By Function?
Consultant IT
0%
5%
10%
15%
20%
25%
30%
35%
40%
I don
’t se
e th
e va
lue
in P
RIN
CE2
I don
’t se
e th
e va
lue
in p
rofe
ssio
nal c
ertifi
catio
ns
I pla
n to
gai
n m
y PR
INCE
2 Ce
rtific
ate
in th
e ne
ar fu
ture
It is
not
req
uire
d as
par
t of m
y cu
rren
t rol
e
My
orga
niza
tion
does
not
ado
pt P
RIN
CE2
My
orga
niza
tion
does
not
fund
trai
ning
/Pric
e to
o hi
gh
Oth
er
Oth
er q
ualifi
catio
ns/c
ertifi
catio
ns a
re m
ore
rele
vant
for
me
I don
’t se
e th
e va
lue
in P
RIN
CE2
I don
’t se
e th
e va
lue
in p
rofe
ssio
nal c
ertifi
catio
ns
I pla
n to
gai
n m
y PR
INCE
2 Ce
rtific
ate
in th
e ne
ar fu
ture
It is
not
req
uire
d as
par
t of m
y cu
rren
t rol
e
My
orga
niza
tion
does
not
ado
pt P
RIN
CE2
My
orga
niza
tion
does
not
fund
trai
ning
/Pric
e to
o hi
gh
Oth
er
Oth
er q
ualifi
catio
ns/c
ertifi
catio
ns a
re m
ore
rele
vant
for
me
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
35
NON PRINCE2 RESPONDENTS (CONT.)
Why Do You Not Have PRINCE2 By Function?
Operations Project/Programme/Portfolio Management
Senior Management
0%
5%
10%
15%
20%
25%
30%
35%
40%
I don
’t se
e th
e va
lue
in P
RIN
CE2
I don
’t se
e th
e va
lue
in p
rofe
ssio
nal c
ertifi
catio
ns
I pla
n to
gai
n m
y PR
INCE
2 Ce
rtific
ate
in th
e ne
ar fu
ture
It is
not
req
uire
d as
par
t of m
y cu
rren
t rol
e
My
orga
niza
tion
does
not
ado
pt P
RIN
CE2
My
orga
niza
tion
does
not
fund
trai
ning
/Pric
e to
o hi
gh
Oth
er
Oth
er q
ualifi
catio
ns/c
ertifi
catio
ns a
re m
ore
rele
vant
for
me
I don
’t se
e th
e va
lue
in P
RIN
CE2
I don
’t se
e th
e va
lue
in p
rofe
ssio
nal c
ertifi
catio
ns
I pla
n to
gai
n m
y PR
INCE
2 Ce
rtific
ate
in th
e ne
ar fu
ture
It is
not
req
uire
d as
par
t of m
y cu
rren
t rol
e
My
orga
niza
tion
does
not
ado
pt P
RIN
CE2
My
orga
niza
tion
does
not
fund
trai
ning
/Pric
e to
o hi
gh
Oth
er
Oth
er q
ualifi
catio
ns/c
ertifi
catio
ns a
re m
ore
rele
vant
for
me
I don
’t se
e th
e va
lue
in P
RIN
CE2
I pla
n to
gai
n m
y PR
INCE
2 Ce
rtific
ate
in th
e ne
ar fu
ture
It is
not
req
uire
d as
par
t of m
y cu
rren
t rol
e
My
orga
niza
tion
does
not
ado
pt P
RIN
CE2
My
orga
niza
tion
does
not
fund
trai
ning
/Pric
e to
o hi
gh
Oth
er
Oth
er q
ualifi
catio
ns/c
ertifi
catio
ns a
re m
ore
rele
vant
for
me
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
TRAINING
37
TRAINING
Looking at training funding from
a global perspective we see that it
aligns quite closely to the RoW in
the PRINCE2 section and comes as
no great surprise. We think it fair
to conclude that at least in general
around half of training is funded by a
candidate’s organization while around
40% is self-funded.
Funded by my organization 51%
How Is Your Training Funded - Global Stats
I fund it myself 41%
Not sure 6%
Other 2%
0% 10% 20% 30% 40% 50% 60%
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
Fund
ed b
y m
yor
gani
zatio
n I f
und
it m
ysel
fN
ot s
ure
Oth
er
We have already discussed training in the context of those who have PRINCE2, but in this section we will explore it in broader terms, including responses from both those with PRINCE2 and those without in the analysis.
How Is Your Training Funded? By Region
When we look at this in terms of the UK vs. the RoW we can see that the organizational funding increases slightly
(although not to the same degree as it was for PRINCE2). For the purposes of this report we will not draw firm conclusions
from this, but will suggest that this difference could be down to any one of a number of reasons. These could include
organizations’ attitudes towards training, the adoption of methodologies and frameworks or simply the fact that the results
include a large number of PRINCE2 candidates who we know have had their training funded by the organization.
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
38
TRAINING (CONT.)
As part of the survey we also asked individuals to state who makes the decision about what training they take. In this
instance we have broken the results down into the top six countries by volume of responses from the survey.
Given the number of different options it does not make the chart the easiest to analyze so we will endeavor to draw out
the salient points; interestingly Australia and Canada seem to have very similar responses, both having the line manager
as the decision holder around what training is undertaken. This is in contrast to the UK and the United States which have
a much more even spread of responses across the different options (although line manager is still top for both).
Looking in more detail at the UK the organization driven responses do seem to stack up with the previous chart around
the level of funding. 59.1% of respondents said that training decisions came from either HR, their line manager or
were mandated which compares relatively closely to the 55.4% of people in the UK who said training was funded by
their organization.
0% 5% 10% 15% 20% 25% 30% 35%
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
RoW
United Kingdom
Not sureNot applicable
HR
Mandated/companypolicy
Myself
LineManager
Who Makes The Decision On What Training Is Undertaken?
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
39
TRAINING (CONT.)
HR
Line
Man
ager
Man
date
d/co
mpa
ny p
olic
y (c
ompa
ny-w
ide
polic
y)
Mys
elf
Not
sur
e/N
ot a
pplic
able
HR
Line
Man
ager
Man
date
d/co
mpa
ny p
olic
y (c
ompa
ny-w
ide
polic
y)
Man
date
d/co
mpa
ny p
olic
y (c
ompa
ny-w
ide
polic
y)
Mys
elf
Not
sur
e/N
ot a
pplic
able
HR
Line
Man
ager
Mys
elf
Not
sur
e/N
ot a
pplic
able
Australia Canada Germany
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Who Decides On Your Training? By Top Countries
Germany and India were again different and we’ll deal with each separately. Germany interestingly was the only
country of those listed in which the individual was able to decide what training they took. Given that 50% of training
is still funded by the organization in Germany it would be fair to conclude that organizations are much more driven by
candidates in Germany than other countries covered in this survey.
India was the only country where mandated/company policy scored highest out of all the responses. Again line manager
scored highly which seems to be consistently high across the board.
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
40
HR
Line
Man
ager
Man
date
d/co
mpa
ny p
olic
y (c
ompa
ny-w
ide
polic
y)
Mys
elf
Not
sur
e/N
ot a
pplic
able
HR
Line
Man
ager
Man
date
d/co
mpa
ny p
olic
y (c
ompa
ny-w
ide
polic
y)
Man
date
d/co
mpa
ny p
olic
y (c
ompa
ny-w
ide
polic
y)
Mys
elf
Not
sur
e/N
ot a
pplic
able
HR
Line
Man
ager
Mys
elf
Not
sur
e/N
ot a
pplic
able
India United Kingdom United States
0%
5%
10%
15%
20%
25%
30%
35%
40%
TRAINING (CONT.)
Who Decides On Your Training? By Top Countries
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
AGILE
42
The final section of this report will investigate Agile, focusing particularly on individuals’ opinions of the value it brings and how they rate the appetite to adopt Agile methods and techniques.
The first set of charts is focused on individuals rating the value they see in working in an agile way. For this series we
have omitted the responses from the charts where the respondent had no opinion on the matter (although they are still
included for the purposes of the percentage value seen). This only equated for 12.7% of responses.
As we can see, the vast majority of individuals see some level of value in working in an agile way with only 1.4% of
respondents finding no value at all in Agile. It must be said that we would expect a high value here given the level of
response from an IT background.
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Not at all
Not really
Yes somewhat
Yes greatly
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Not PRINCE2 Certified
PRINCE2 Certified
Not PRINCE2 Certified
PRINCE2 Certified
Not PRINCE2 Certified
PRINCE2 Certified
Not PRINCE2 Certified
PRINCE2 Certified
Not
at a
llN
ot r
eally
Yes
som
ewha
tYe
s gr
eatly
AGILE
As An Individual Do You See the Value of Working in an Agile Way?
As An Individual Do You See the Value of Working in an Agile Way?
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
43
0%
10%
20%
30%
40%
50%
60%
Not
at a
ll
Not
rea
lly
Yes
som
ewha
t
Yes
grea
tly
Not
at a
ll
Not
rea
lly
Yes
som
ewha
t
Yes
grea
tly
Not
at a
ll
Not
rea
lly
Yes
som
ewha
t
Yes
grea
tly
Not
at a
ll
Not
rea
lly
Yes
som
ewha
t
Yes
grea
tly
Not
at a
ll
Not
rea
lly
Yes
som
ewha
t
Yes
grea
tly
Consultant IT Operations Project/Programme/Portfolio
Management
Senior Management
AGILE (CONT.)
86.2% of PRINCE2 certified respondents see the value of agile,
compared to 75.6% of those without PRINCE2.
While both are high, given that PRINCE2 is sometimes (and unfairly) stereotyped as a waterfall approach to project
management it is interesting to see PRINCE2-certified individuals generally seeing more value in working in an agile way
than those without it. This might not come as a great surprise given the high level of response from the IT industry; we
will investigate this further on in the report.
In the next set of charts we have investigated whether respondents’ opinions change for different functions and verticals.
As with the section on the level for adoption for PRINCE2 we provided both the raw data as well as an average after we
have created a numerical scale. In this instance “Yes Greatly” was categorized as a 4 and “Not at all” as a 1.
As An Individual Do You See the Value of Working in an Agile Way? By Functions
What is more interesting is when we break the respondents down by PRINCE2-certified and non-PRINCE2 certified.
Here we can see that those with PRINCE2 are more likely to see value in working in an agile way.
Taking a look at individual value by function first, in the raw format the results do look fairly even. It is only when we
break down into an average that we can start to see the differences.
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
44
What is perhaps the biggest
surprise here is that those within
the PMO function and consultants
both rank higher than IT.
AGILE (CONT.)
2.75
2.80
2.85
2.90
2.95
3.00
3.05
3.10
3.15
3.20
3.25
Consultant IT Operations Project /Programme
Management
Senior Management
It is quite a minor difference but one which we would have
expected to be the reverse. It is also perhaps surprising
that operations rates lowest, given Agile’s origins from
a business as usual (BAU) or operational background,
and Scrum’s value at a team (as opposed to project or
programme) level.
As An Individual Do You See the Value of Working in an Agile Way? By Function and As Averages
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
45
We have done exactly the same for the six industries by volume using the same conversion as mentioned above. Here
there are greater variances between the industries; financial services ranks highest followed by IT with business and
support services, professional services and telecommunications a fairly even joint third place.
AGILE (CONT.)
0%
10%
20%
30%
40%
50%
60%
Not
at a
ll
Not
rea
lly
Yes
som
ewha
t
Yes
grea
tly
Not
at a
ll
Not
rea
lly
Yes
som
ewha
t
Yes
grea
tly
Not
at a
ll
Not
rea
lly
Yes
som
ewha
t
Yes
grea
tly
Not
at a
ll
Not
rea
lly
Yes
som
ewha
t
Yes
grea
tly
Not
at a
ll
Not
rea
lly
Yes
som
ewha
t
Yes
grea
tly
Not
at a
ll
Not
rea
lly
Yes
som
ewha
t
Yes
grea
tly
Business andsupport services
Financialservices
Informationtechnology
Professionalservices
Public servicesand admin
Telecommunications
Again it is fairly surprising that IT
does not rank highest by industry.
We will reiterate that this is only
rating the individuals’ perceived
value of working in an agile way,
and not how much it is necessarily
adopted within the given industry.
This will be investigated in the
next section.
Figures illustrated overleaf.
As An Individual Do You See the Value of Working in an Agile Way? By Industry
Although financial services are becoming
more digitized (and hence arguably driving
them to want to work in a more agile way due
to the nature of digital projects) it is perhaps
surprising that they rank highest.
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
46
AGILE (CONT.)
2.90
2.95
3.00
3.05
3.10
3.15
3.20
3.25
3.30
3.35
Bus
ines
s an
dsu
ppor
t ser
vice
s
Fina
ncia
lse
rvic
es
Info
rmat
ion
tech
nolo
gy
Prof
essi
onal
serv
ices
Publ
ic s
ervi
ces
and
adm
in
Tele
com
mun
icat
ions
As An Individual Do You See the Value of Working in an Agile Way? By Industry and As Average
We also asked respondents to rate the appetite for Agile in their function and organization. Here we have not provided the
general charts as, without segmenting by function or industry, the results are largely meaningless.
The question asked respondents to give a response on a 1 to 5 scale which during analysis caused us a slight issue when
comparing to individual perceived value which was on a 1 to 4 scale. To compare the two we therefore had to transfer the
1 to 4 scale to a 1 to 5 scale. This misalignment of scales was an oversight when creating the survey and something we
will take on board for future surveys. In regards to this report and the analysis below, we do not believe it has negatively
impacted the findings.
Looking at the first chart we can see a breakdown of how respondents have rated their function’s appetite for adopting
agile techniques and methods, broken down by each individual function. What we can see is pretty even scoring across
the main functions.
Figures illustrated overleaf.
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
47
AGILE (CONT.)
When we move onto the second chart
though, and compare the value placed
by individuals on working in an agile way
verses the appetite for Agile within the
function we start to start to see a slight
disconnect. When taking an average of
all of the percentage differences we get a
score of 23.5%, a significant gap.
2.0
2.2
2.4
2.6
2.8
3.0
3.2
3.4
3.6
3.8
4.0
Consultant IT Operations Project/Programme/Portfolio Management
Senior Management
Appetite For Agile By Function (Average)
The largest gap can be seen in the PMO
function, where individuals see a lot of value
in working in an agile way but that this is
not being reciprocated by their function.
However, this is even more pronounced when we look at how respondents rated organizations. We’ve used the
same scale as with the function charts above and we can see an even lower level of appetite for adopting Agile from
respondents’ organizations.
‘
As discussed above, regarding individuals within financial services, we do actually see that this again comes out on top in
how they rated their organizations appetite for Agile. From this we concur that the value seen in working in an agile way
at the individual level, is not driven solely by a view that there is a lack of appetite at an organizational level. There is a
disconnect as we’ll see in the next chart, but it is not any greater than the general disparity across the verticals. In short,
financial services generally seem to not only see the value in working in an agile way at the individual level, but there is
also the greatest appetite for it at an organizational level.
Figures illustrated overleaf.
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
48
2.0
2.2
2.4
2.6
2.8
3.0
3.2
3.4
3.6
3.8
4.0
Bus
ines
s an
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2.0
2.2
2.4
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Functions Appetite Avg.
Individual ValueAverage (Adjusted Scale)
AGILE (CONT.)
Individual’s Value Vs. Function’s Appetite For Agile
Average
23.5% difference
Appetite For Agile By Industry (Average)
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
49
AGILE (CONT.)
The final part of the section on Agile looks at individuals’ value broken down into a number of different segments. As with
the above we have taken an average so that we can clearly distinguish any differences. We have also used the same scale
as with the previous charts in this section.
Agile: Individual’s Value vs. Organization’s Appetite by Industry
2.0
2.2
2.4
2.6
2.8
3.0
3.2
3.4
3.6
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4.0
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Organization’s Appetite Avg.
Individual’s Value Avg.
Average
37.1% difference
Generally speaking though, there is a large gap between the value individuals see
in working in an agile way, and the level of perceived appetite at an organization
level. Taking an unweighted average of the percentage difference, we get a
37.1% gap between the two which is stark contrast. We can only speculate as to
what is driving this gap but an answer could be that senior leaders are reluctant
to relinquish full control and are concerned with the potential negative impact of
implementing Agile.
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
50
AGILE (CONT.)
2.0
2.2
2.4
2.6
2.8
3.0
3.2
3.4
3.6
3.8
4.0
Under 25 25-30 30-35 35-43 43-50 50-60 Over 61
Individuals’ Value Of Agile By Age
The first chart takes a look at the breakdown by age. If you asked most people to guess the result of this analysis you
probably more often than not receive an answer along the lines of the younger end would be keener to adopt an agile
technique. Interestingly this is not the case, with the under 25 bracket coming in the lowest. Instead we see a much
higher response from the middle age ranges of 30-50.
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
51
2.0
2.2
2.4
2.6
2.8
3.0
3.2
3.4
3.6
3.8
4.0
0-99 100-499 500-1499 +1500
AGILE (CONT.)
Individuals Value Of Agile By Organization Size
This said, the differences between the responses are not huge, and could back up the claim that Agile is applicable
regardless of organization size.
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Moving to the next chart we see the breakdown by the size of organization that the respondent works for; again
interestingly you might have expected the smaller the organization the more predeposed the individual would be
to working in an agile way. Instead we see the opposite where the larger the organization is, the more likely an
individual is to see value working in an agile way. This could perhaps be attributed to the increased bureaucracy
usually seen in larger organizations. Organizations with a top-down approach may find their workforce leaning
towards a more agile way of working, but constrained by senior management married to traditional methods for
project management.
THE AXELOS 2016 PRINCE2® REPORT - APRIL 2016
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