Enter the value of your project benefits. The calculator shows how much value is at risk and how much can be protected.
Enter the total benefit value of your complex projects. The calculator works out the at-risk part and the potentially protected part.
Your portfolio of complex projects
A single input. A rough estimate is enough – it's about the order of magnitude, not a financial audit.
PMI reports a share of projects, not a share of budget. Converting to money assumes projects of roughly equal size – it's an illustrative conversion, not a PMI measurement.
Protected benefit value (model scenario)
if it returns to the 2024 level
An illustrative conversion of the share of projects into money.
How the calculator works and what it's based on → Sources and methodology
The money was spent, but the benefit didn't arrive in full. Here's how much value is in play.
of benefit value sits in projects that won't deliver
of protected benefit value in the model scenario
This is a model estimate, not a guaranteed outcome. The result relates to what you entered – whether that's an annual benefit volume, a single programme, or a whole portfolio. PMI measures a share of projects, not a share of budget – converting to money assumes projects of roughly equal size.
A tool records; a system runs the work. See what ProjektOS looks like from the inside and what stays with you after rollout.
I want to protect 19.0M CZK of project valueExtensive PMI research among project managers shows two things at once. Complex projects now make up most of what companies do – and it's exactly there that the share failing to deliver the originally intended benefit scope is rising fast.
In two years it rose from 12 % to 31 % – by 19 percentage points, to 2.6 times the original figure. It's not a loss from the budget, but the share of projects that won't reach their goals.
Source: PMI Pulse of the Profession 2026 (a sample of 2,023 project professionals and 511 senior leaders, 35 countries) · the 2024 figure from PMI Maximizing Project Success (2024).
Every number in the calculator has a source. Where it's a SHINE modelling assumption, it's marked.
PMI – Pulse of the Profession 2026: Driving Success in Complex Projects
The core of the calculator: 31 % of complex projects fall short of the originally intended benefit scope · 81 % report rising complexity · 97 % ran at least one complex project in the past year and more than half called it significantly complex · share of projects perceived as complex by industry (Figure 3): healthcare 60.8 % · energy 60.5 % · financial services 60.1 % · telecommunications 59.9 % · government 58.0 % · aerospace 57.8 % · manufacturing 55.0 % · consulting 54.4 % · IT 54.2 % · construction 53.3 % · automotive 53.2 % · transportation 48.3 % · education 45.7 %. Causes of complexity according to project managers: digital transformation and AI 44 %, accelerating technology and tool cycles 57 % (Figure 2). A sample of 2,023 project professionals and 511 senior leaders, 35 countries.
PMI – Maximizing Project Success (November 2024)
The comparison figure of 12 % for 2024 in the same metric; Pulse 2026 cites it in its endnotes. It's therefore a comparison of two PMI studies, not two waves of the same panel.
Microsoft Work Trend Index 2025 and 2026
Context for the pressure on people's capacity – 275 interruptions a day, an interruption roughly every 2 minutes, 48 % of employees and 52 % of leaders describe their work as chaotic and fragmented. Not used for any number in this calculator's calculation; it's used by the sister People's Time Calculator.
Protected project benefit value (model scenario):
value at risk today = benefit value × 0.31
2024 level = benefit value × 0.12
protected value = benefit value × (0.31 − 0.12) = benefit value × 0.19
conservative variant = protected value × 0.5
Fact: the share of complex projects failing to deliver the intended benefit scope rose from 12 % (2024) to 31 % (2026). Model: a return to the 2024 level – i.e. before AI arrived as a massive source of project complexity. The PMI study does not claim that AI or a project system will secure such a return – the calculator only shows how much value is at stake.
PMI measures a share of projects, not a share of budget; converting to money assumes projects of roughly equal size. The metric concerns complex projects – that's why the input is framed as the benefit value of complex projects, not the whole portfolio.
The calculator works with a share, not a period – the result has the same time span as the amount you enter. People's capacity is handled by the sister calculator; that one computes a recurring monthly value. The two numbers are of a different nature, so they don't add up.