Does your job seem like it's gotten bigger and more complicated? You're in good company.
According to the new 2026 Capital Program Maturity Report, 94% of surveyed organizations oversee at least six projects simultaneously and 10% are managing more than 100.
In financial terms, 62% of respondents manage more than $500 million in annual construction value and 28% manage more than $1 billion.
At that scale, leaders need to think strategically in terms of portfolios, not just projects. The problem is that traditional construction project management has not kept up.
Projects may share funding, contractors, systems, staff and operational dependencies. A decision on one project can affect another. Yet many organizations are still managing this complexity with separate tools, separate workflows and separate sources of data.
“We are not managing projects anymore," said a university facilities leader. "We are managing interconnected systems that affect operations for decades.”
Download the 2026 Capital Program Maturity report
Lots of technology, not much integration
Most capital program organizations are already using a lot of software but struggle to connect information between systems.
Only 4% of organizations surveyed operate in a fully connected systems environment. Another 48% say some data still moves manually, while the remaining 48% say they rely on only a few key integrations and mostly manual data movement. Almost 90% also report a lot of difficulty integrating existing systems and data.
That means teams are spending a lot of time sourcing, copying and reconciling information before it can be used. It also robs organizations of the ability to strategize and use historical data to plan future projects.
Disconnected project data increases risk impacts
The report found that 76% of organizations ranked weak connections between construction execution and cost, schedule and project controls among their top three data gaps.
One of the consequences of siloed data is late risk discovery. Only 4% of organizations say they identify cost, schedule and quality risks before material impact occurs. And just 16% say they are very confident in the accuracy and timeliness of their project and portfolio data.
“By the time teams realize it, they’re scrambling to enter and reconstruct it all," said a facilities manager, "and we end up managing impact instead of prevention.”
Organizations are starting to simplify
The report indicates that many organizations are rethinking the instinct to add more technology tools to bridge the gap.
Fifty-eight percent are reducing the number of systems they operate or consolidating onto a unified platform, while only 2% plan to add new standalone point tools. And 98% are prioritizing reducing disconnected systems and improving integration over the next two years.
Only 22% currently have a true system of record across the full project lifecycle, which shows there is a lot of room for improvement when it comes to synching data across projects, reporting and handover.
How does your organization's capital program maturity compare to your peers? Get the report and find out.
AI is exposing the same foundation problem
AI adoption is high, but most organizations are still not realizing much value from it.
The report found that 84% of organizations are using general-purpose AI tools, while only 8% report significant measurable value from current AI investments in capital project and program management. Another 56% say they have limited value so far.
“AI is only as good as the information you give it," said a respondent. "It only works if the data is trusted first.”
To gain the value of historical data to spot risks and make strategic future decisions and to take full advantage of advancements in AI, capital program leaders must look beyond individual projects and see a portfolio-level view.
Download the 2026 Capital Program Maturity Report for the full findings and Executive Playbook.
