2013-08-insight-trends.pdf - www.pwc.com Insights and Trends Current Portfolio Programme and Project Management Practices The third global survey on the

2013-08-insight-trends.pdf - www.pwc.com Insights and...

This preview shows page 1 - 6 out of 40 pages.

Insights and Trends: Current Portfolio, Programme, and Project Management Practices
Contents 1 Insights and Trends: Current Portfolio, Programme, and Project Management Practices Executive Summary 3 Special Thanks 6 Introduction 7 Methodology 9 Survey Participants’ Profiles 10 Project Management Maturity 12 Project Management Performance 15 Appendix 32 Acknowledgements 35 Contact Details 36
3 Insights and Trends: Current Portfolio, Programme, and Project Management Practices Executive Summary “CEOs in industries in the throes of disruptive change require radical innovation; if their business cannot quickly create new products or services that customers will buy, they will not survive. However, innovation does not just mean end product or service changes – it sometimes now includes taking costs out of processes or forming strategic alliances to collaborate.” - PwC 15th Annual Global CEO Survey 2012: Delivering Results, Growth, and Value in a Volatile World In today’s difficult economic times, organisations are constantly faced with the challenges of fiercely competitive and changing environments driven by regulatory modification and organisational restructuring. Environmental forces - competitive, economic, technological, political, legal, demographic, and cultural - create challenges and opportunities for organisations. They must, therefore, continuously adapt to the environment if they are to survive and prosper. Top management are thus confronted with the critical task of analysing and improving the ability of an organisation to change, survive, and grow in this complex and changing global economy and volatile world. In order to stay competitive, today’s organisations have been moving from operations and business as usual, to project management as part of their competitive advantage strategy. The ability to successfully execute projects is what drives the realisation of intended benefits and the achievement of business objectives. Organisations that execute projects successfully employ effective Project Management (PM) practices as a tool to drive change. Given the strategic impact that projects have on business, organisations must follow effective PM processes that capitalize on innovation; measure progress, value, and risks; and confirm that the right projects can be delivered in alignment with organisational strategy. In 2004, PricewaterhouseCoopers LLP (PwC) invited senior executives and practitioners to participate in our first Global PM survey. The survey’s main objective was to investigate whether a higher maturity level would go hand-in- hand with a higher project performance level. In 2007, PwC conducted a similar survey to determine the current state of PM maturity in organisations across the world. The survey’s main objective was to identify current trends in PM, and pinpoint the characteristics of PM that are applied on higher-performing projects. Beginning with the first survey in 2004, PwC sought to find the leading practices

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture