pwc global ppm survey - the case for doing things differently

APM: ProgrammeManagement SIG

The case for doing thingsdifferently

Karl Reilly BSc(HONS) , MAPM, MCIOB, MIMC, FRSA

Global Lead for PPM Methods & Tools

April 2015

www.pwc.co.uk

PwC

4th Global PPM Survey

Do those who commission changeget what they want?

2April 2015APM: Programme Management SIG

PwC

19

39

42

Other

Company Senior Manager

Company Manager or staff

18

42

14

8

14

5

Company porfolio or programmemanager

Company project manager

Company PMO manager or teammember

Consultant/Contractor portfolio orprogramme manager

Consultant/Contractor projectmanager

Consultant/Contractor PMOmanager or team member

What is your role?General Employee roles

Portfolio & Programme Manager roles

Base: 3,025

Base: 1,775

Base: 1,051

Overall

7%

35%

59%

C-Suite

Portfolio &ProgrammeManagers

GeneralEmployees

Who took part in the research? The survey was targeted atthree main groups…

(%)


PwC

Global Survey

The results of the 4th Global PPMSurvey repeat some consistent

messages from our previoussurveys as well as opening up new

insights that can help organizationsdeliver better results for their

sponsors of change.


PwC

The Global PPMSurvey shows thatfamiliar issues stillare not beingaddressed

Why change how programs aredelivered?


PwC

Theme 1Optimise your portfolio to maximize returns

Organizations should:

• Optimise the selection of programs withinthe portfolio using quality data and objectivecriteria to help the organization moreeffectively achieve its change strategies.

• Take a look at the portfolio managementcapability with a view to ensuring bothprogram selection and reviews clearlysupport the organisation’s strategic goals –being pragmatic enough to stop projects orprogram that are not delivering.

• Create a portfolio management functionfrom a business architecture perspective,ensuring the right people, process and toolsare in place to effectively manage theportfolio of change program thatconsistently align to business goals.

• Build a sustainable and effective ‘ideaspipeline’ to continually enter new projectsand program into their portfolio.


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Theme 2Be flexible, change faster


• Plan for change from the outset – not doingso is unrealistic, and will take you longer toreact when it does happen.

• Create an environment where change can bemanaged in a controlled manner for thebenefit of all. This moves beyond traditionalchange (variation) control and impactassessment processes, rather defining a newoperating rhythm for program deliverywhere change is expected, embraced andharnessed.


PwC

Theme 3Enable your people to deliver success

Organisations should ensure that the PMcommunity is enabled to deliver change bycreating the right environment:

• Programs must be properly resourced withhighly skilled professionals – the rightcapability and capacity.

• Training PMs effectively will improvedelivery success. PPM is a profession – toofew people are trained to deliver it.

• Organisations need to invest the time tocarefully examine their requirements forsoftware that enables program and portfoliomanagement, and ensure the tools theyselect are fit for purpose and meet the needsof both PMs who plan and manage at verydetailed levels, and the Executive Team forsummary reporting at the portfolio level.


PwC

Theme 4Connect Executive Teams to delivery teams to get thechange you want

Executive Teams should:

• Show commitment to the importance ofprogram management and understanddelivery issues. When program outcomes areclearly defined, measurable and understoodby all, results improve.

• Be encouraged to make better use of theexperience and value their professional PMscan offer. Often PMs are seen as providers ofdata, or worse still administrators – theyneed to be adept at technical reporting butcan add far more value through workingclosely with leaders to shape and driveprograms.


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Theme 5Measure and address the hard facts to maintain direction


• Maintain a line of sight to the intended outcomesand benefits. Decisions on further funding,resourcing, direction and risk managementshould all be made with outcomes and benefits inmind.

• Invest in their program management resources –ensure they are well trained and able toconsistently deliver the basic programmanagement elements so that progress is wellplanned and tracked.

• ‘Stop and reflect’ – taking a pause can oftenprovide sufficient thinking time to regroup andset a new baseline or refocus effort.

• Not be afraid of knowing when to stop programs.Clear measuring of progress and decisive actionscan help to save wasted investment in the longrun, along with making sure the business caseand benefits are still valid and being realized.


PwC

Is there a coherent relationship between the programme’sobjectives and benefits and the organisational strategy andvision

23%

49%

14%

8%

4%2%

11.5%

50%

11.5% 11.5%

15.36%

Stronglyagree

Agree Neitheragree nordisagree

Disgaree Stronglydisagree

Don't know0

10

20

30

40

50

60

PPM Survey

Event result

Base: 1,774

%


PwC

Where benefits are set, are they realised?

6%

40%42%

6%

1%

7%

16%

64%

16%

4%

Always Very often Sometimes Rarely Never Don't know0

10

20

30

40

50

60

70

PPM Survey

Event result

Base: 1,774

%


PwC

Base: 1,774

0%

0%

4%

9%

9%

0%

9%

30%

9%

13%

9%

10%

4%

4%

4%

6%

6%

8%

9%

9%

10%

11%

15%

15%

Not the correct skillset

Poorly designed/ executed governance

Inadequate risk planning

Lack of executive sponsorship

Lack of Change control management

Weak project planning

Poorly defined goals/ objectives

Lack of stakeholder involvement

Poor communication

Insufficient resources

Poor estimates in the planning phase

Change(s) in scope mid-project

Survey

APM

Which factor do you consider to be the top contributor toprogramme/project delays?


PwC

General Employees

APM Event

Financial metrics

26% 4%28%

C-Suite

Customer satisfactionmetrics

19% 22%18%

Time metrics

11% 4%9%

Delivery of documentedoutcomes

10% 39%11%

Employee satisfaction

8% 0%10%

Successful embedding ofchange

7% 13%10%

Don’t know

4% 13%1%

How do you measure success?, Or,How do you know you’ve finished?

Base: C-Suite: 193; General Employees: 1,029

Quality metrics

15% 4%13%

We asked: How is the success of change activities measured in your organisation?


PwC

Base: 76116%

2%

3%

3%

1%

5%

14%

13%

20%

24%

24%

We don't use Agile

Other

Don't know

Reduced cost

Increased benefit realisation

Reduced timescales

Greater/better stakeholder engagement

Survey

APM

(%)

How, if at all, has Agile project management improved thesuccess of your projects/programmes?


PwC

The Global PPMSurvey illustratesthat there is often adisconnect betweenthe Executive Teamand the PMs

Why change how programs aredelivered?


PwC

So what?

Our survey respondents tell us that there is a case forchanging the way we deliver.

• We need to understand the corporate strategy, and be flexible in howwe deliver to meet the strategy.

• We need to talk in the language of our clients and their industry.

• We need to use data to baseline and track performance to drivedecision making.

• We need to alert to the changing world around us, and adapt tothreats and opportunities


The case for doing things differently

This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon theinformation contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to theaccuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its members,employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act,in reliance on the information contained in this publication or for any decision based on it.

© 2015 PricewaterhouseCoopers LLP. All rights reserved. In this document, "PwC" refers to the UK member firm, and may sometimes refer to the PwC network.Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details.

Questions…?

Download the survey report atww.pwc.com/ppmsurvey

Contact:e-mail: [email protected]

Twitter: @Karl_Reilly_PwC

pwc global ppm survey - the case for doing things differently

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