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September 2012

PSGS 004: PwC's 2012 Portfolio Management Trends and Insights

Capability-Maturity-Model

A few days after I published the post on Portfolio Management Maturity I received the link below highlighting PwC's 2012 global project management report which includes key survey results on Portfolio Management insights collected from over 1500 IT leaders in 38 countries.

In the spirit of sharing, I have provided a list of lessons learned or take aways I glean from reading the report along with a link to the document.

Here's what I learned:

  • To stay competitive organizations must adopt project and portfolio management as a core part of the business processes.
  • Poor project estimating is the number one culprit for project failure.
  • Project Portfolio Management adoption has not increased but organizations that have implemented PPM are seeing an increase in performance improvements in the areas of project quality, scope, schedule, cost and benefits realization.
  • Organizations that have adopted PPM are seeing significant performance improvements due to the enablement of better IT alignment with the organization's business objectives, increase oversight from an enterprise program management office and a monthly cadence of PPM review meetings.
  • PPM solftware has increasely matured in the past few years and organizations that have implemented an enterprise PPM solution are reaping the results with greater stakeholder satisfaction from increase project performance.
  • Project management maturity has increased and higher PM maturity means higher business performance. 

To learn more click on the link below to access the full report.

http://www.pwc.com/en_US/us/public-sector/assets/pwc-global-project-management-report-2012.pdf

 


PSGS 003: Project Portfolio Management Maturity Modeling

  Bigstock-The-words-Time-to-Evaluate
Maturity comes not with age but with the acceptance of responsibility. You are only young once but immaturity can last a lifetime! By Edwin Louis Cole

The essence of an IT strategic plan is to align the IT department with the organization’s strategic intent, vision and business objectives in concert with the senior executive team. The goal is to develop a road map of initiatives and activities that will enable the organization to achieve the vision, and optimize the IT resource capability to deliver on the promised benefits and outcomes needed to accomplish the firm’s mission. In April of 2000 Cirque du Soleil engaged Danielle Savoie as the first CIO of the famous Cirque and she place the organization on a course of upward maturity by developing their first IT Strategic Plan. According to a CIO.com 2002 article titled “Rapid Deployment: IT at Cirque du Soleil”, Ms. Savoie delivered on her department’s strategic intent to streamline the Cirque IT infrastructure to provide a prefect show under the big top night after night.

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