Over 2,400 project managers have contributed to the Mannaz project management survey 2026 -conducted for the fifth time in collaboration between Mannaz and researchers from Roskilde University (RUC).
The results provide both inspiration and food for thought – and, in some areas, cause for concern.
Projects are no longer just about delivering plans and milestones, but about organisations’ ability to prioritise, make decisions and take responsibility.
Nevertheless, the survey shows that many organisations lack clarity as to whether their projects create real value – and a common framework for accountability, prioritisation and decision-making.
There are many challenges in projects. The interesting part is finding the solutions.
How do you navigate the complexity – without making it unnecessarily complicated?
Find the answers in Mannaz’s new project management survey.
Click below based on your focus and your role.
I am the project manager for a project I am responsible for several projects
They are expected to deliver more projects, manage multiple stakeholders, and cope with increasing complexity, while also dealing with AI, a faster pace and higher expectations for results. Project managers are feeling the effects of this in practice.
When roles are unclear, priorities shift, and departments operate according to different logic, day-to-day work becomes even more unpredictable and demanding.
At the same time, project managers are expected to deliver results – often without the necessary tools, frameworks and decision-making processes. While demands are growing, the role is evolving faster than many organisations can keep up with.
Does that sound familiar?
Read the full article here
How does AI create real project value?
Read the full article here
Would you like to learn more about benefits realisation?
Read the full article here
These are some of the questions The Future of Project Management 2026 survey answers.
In the survey’s 112 pages, you will gain new, practical insights into project management – including:
Be among the first to receive the survey and gain insight into how Danish project managers perceive reality in 2026.
Launching projects as a decision-maker is not enough. The real task is to invest in the right initiatives, prioritise them clearly and monitor whether they actually deliver the desired impact.
But in practice, this is precisely where many organisations lose their grip.
Some projects lose value because the benefits are never realised. Others lose momentum because the mandate, direction and decision-making authority are not clear enough. In many organisations, the portfolio has become so extensive that focus, momentum and ownership are spread too thinly.
That is why good project management at the management level is not just about direction, but also about prioritising, creating clear decision-making frameworks and insisting on coherence between strategy, governance and actual impact. The question is not only which projects you should launch, but also which ones need to be adjusted, recovered – or halted.
Read the article here and get to grips with benefits realisation.
Does that sound familiar?
Read the full article here
Find out more about governance and project maturity here.
These are some of the questions The Future of Project Management 2026 survey answers.
In the survey’s 112 pages, you will gain new, concrete knowledge of project management – including:
At Mannaz, we believe that development is most effective when it is tailored to you. That is why we offer three options, so you can choose the one that best suits your situation and needs.
Number of participants:
Classes with participants from different organisations.
Content customisation:
Low
Networking: High
Best suited for: Inspiration & skills development
Time to start: Immediate
Number of participants:
Multiple participants from the same company.
Groups of 12–14 participants.
Content customisation:
Moderate
Networking: Low
Best suited for: Effective in-house training.
Time to start: Immediate
Number of participants:
Tailored programmes, often large-scale programmes, departments, divisions.
Content customisation:
High/bespoke delivery.
Networking: Varies
Best suited for: Bespoke transformation.
Time to start: Slightly longer planning period.
Since 2011, Mannaz and Roskilde University have been tracking developments in project management.
The 2026 Mannaz project management survey focuses on key themes such as agility, benefits realisation and digital transformation, as well as new priorities such as projects in crisis, generative AI and the significance of sustainability for the project manager’s role.
If you want to navigate complexity without making things unnecessarily complicated, download the Mannaz Project Management Survey now.
If you do not receive the Project Manager Survey by email, it is because you have previously unsubscribed from emails from Mannaz.How to reactivate the authorisation. Read the FAQ.
A thousand thanks to our partners, which has helped us to get more than 2,400 project managers, project directors, project participants and others to take part in The Future of Project Management 2026 survey.
Do you have any questions about the study, or would you like to book us to present the findings? We welcome all enquiries.
You are always welcome to contact me for advice on which course or programme will suit your needs the best.
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