Suppose you are in the Project Management Office (PMO) of an organization and are responsible for increasing the probability of completing current projects, which are in-progress, on schedule. You start by analyzing past projects and realize that there are some common causes of a project coming in late. These causes and the occurrence percentage are as follows:
- Negative risk was identified but not mitigated correctly - 50 %
- Scope creep – 30 %
- Critical Path was changing too often – 10 %
- Client response delays – 5 %
Every other cause was below 5 %. Pareto Distribution for such data will look like the image shown below.

click to enlarge
By using the Pareto Distribution and the Pareto Principle, you can make key decisions. In this example, by getting clients to respond promptly, the impact on current project schedules will not be too great. However, if you work on training project managers to respond to negative risks (50 %) and manage scope creep (30 %) more effectively, then there would be a drastic improvement in reducing the number of delayed projects.
As you can see from this example, the Pareto Distribution is extremely useful in the fields of Continuous Improvement and Value Engineering.