When we were doing some research on this about project failures and looking across the markets, there were some neat information in a Science Direct article that we found that that basically says a third of the world's
economy is project work. Think about that. A third. And obviously that’s going to vary company by company. But when you stop and think about that, if we at Cask, a third of our work is development at the government, a third of the work. And to not have good rigor and discipline and a good practice around something that big, it leads to some pretty tough places when that isn’t managed well. And PMI, obviously, they do surveys every year and have statistics around it. And what they find is that as people really pick up strategic portfolio management that we find that there’s, again, almost a third less budget leakage due to staffing collisions or schedule slippages or overruns. We also find that there’s almost a third less project failure. The stuff that we were just talking about. But the one that I really like to focus on is that, by adopting SPM, you can get over a third more of your goal achievement. And if you stop and think about the balance sheet example, imagine being able to go to your executive sponsors and say, “Not only were we green across the board and we ran the project well, and the staff were happy, but you, Executive, now can check off these three boxes on your strategic plan.” And that’s huge.