The survey found that while project management has gained acceptance in the legal industry, it still faces many obstacles. While only 2.5% of firms reported not practicing any project management, over a third of respondents did not fully understand basic concepts. Most firms do not have a formal PMO, and those that do typically have between 2-5 full-time staff and have been established for less than 5 years. The survey aimed to assess the current state of project management and identify remaining challenges.
Business and IT leaders know well that education and
training are essential to the success of technologybased
solutions. Product Lifecycle Management (PLM)
is no exception. If managers and end users don’t learn
and adopt new ways of working with PLM solutions, the
best software in the world is of little value.
All too often, however, companies short-change investments in programs
to ensure adoption of their new solutions...
Business and IT leaders know well that education and
training are essential to the success of technologybased
solutions. Product Lifecycle Management (PLM)
is no exception. If managers and end users don’t learn
and adopt new ways of working with PLM solutions, the
best software in the world is of little value.
All too often, however, companies short-change investments in programs
to ensure adoption of their new solutions...
This presentation supported Engage's interactive session at the Melcrum Summit 2012, which gave organisations a framework for developing their collaboration strategies.
It served to measure businesses’ collaborative readiness, and prompted an assessment of their collaborative leaders.
The responses of over 100 global internal communications professionals offered insight about businesses collaborative readiness in 2012.
Engage presentation at Melcrum Summit 2012
For more information, please contact nick.crawford@engagegroup.co.uk.
UNDERSTANDING THE CHARACTERISTICS, BENEFITS AND CHALLENGES OF AGILE IT PROJEC...ijseajournal
The objectives of this study was to bring out the understanding of the concept of agile IT project management; what it is and what it is not. It was also aimed at comparing the pros and cons of both agile and traditional methods of IT project management in a typical industry setting; the challenges of going purely agile, and so on. It is purely a review of literature of peer reviewed papers sourced mainly from Google Scholar. It was revealed that agile outweigh the traditional methods in terms of benefits, but its implementation poses a lot of challenges due to a number of issues, paramount among them being organizational culture and empowerment of the project team. This has resulted in a number of industries sticking to the traditional methods despite the overwhelming benefits of agile. In another school of thought, the combination of the two paradigms is the way forward.
Improving Focus, Predictability, and Team Morale on ProjectsJoe Cooper
Improving focus and predictability on projects with critical chain project management (CCPM). PMI Global Congress 2013 - New Orleans, LA. This paper addresses three project problems of low team morale, excessive project durations, and missed project delivery commitments.
This article presents some practical insights and challenges encountered during the implementation of major IT projects in the government sector in Arab countries. The primary purpose of this article is to point out the identified pitfalls to the existing body of knowledge from a practitioner’s standpoint, as many of the articles published in this regard are published by vendors, consultants, or academics. Each item is discussed to highlight how it impacted the management and the overall performance of projects. They are believed to contribute significantly towards the successful management and implementation of projects, and as valuable lessons that should be recorded in an organisation’s knowledge and watch list repository.
Chaos report 2012: here you´ll find the full version of the worldwide report ellaborated by The Standish Group about success and failure of IT projects.
Benchmarking of Project Management Office EstablishmentExtr.docxjasoninnes20
Benchmarking of Project Management Office Establishment:
Extracting Best Practices
Bjørn Andersen1; Bjørnar Henriksen2; and Wenche Aarseth3
Abstract: This paper deals with best practices in establishing, developing, and implementing project management offices �PMOs�. First,
a brief overview of the theoretical background for PMOs is presented. The research approach is described, along with an overview of the
benchmarking partners used. In the main part of this paper, various aspects of a PMO’s life cycle are discussed based on observations from
the benchmarking partners. Through the benchmarking study, we have discovered that although the PMO design differs greatly, certain
key characteristics, responsibilities, and tasks are very similar. Successful PMOs take on responsibility for different project-related
functions and core tasks related to development of shared methodology and processes for handling of projects, training and competence
development within project management, proposing of new projects, and quality assurance of projects. The success of the PMO is related
to ensuring the necessary authority of the PMO, real organizational authority as well as academic and social credibility, top management
support, and that the PMO covers true needs in the organization.
DOI: 10.1061/�ASCE�0742-597X�2007�23:2�97�
CE Database subject headings: Project management; Bench marks; Best management practice; Change management; Life cycles.
Introduction
Many organizations, especially above a certain size and with an
extensive degree of project work, have taken the step to establish
centralized project management offices �PMOs� to take on
responsibility for project-related functions and coordinate project-
related activities. There are large variations in terms of organiza-
tional location of such PMOs and the responsibilities/tasks they
hold.
This gap in perceptions of PMOs and their impact led several
companies we continuously work with to ask the question “what
seems to be best practice in this area?” These companies were all
in the process of establishing a PMO or redefining/formalizing
existing project support functions in a PMO, and thus saw the
need for some kind of roadmap for designing and implementing a
project management office. As a result, a comparative bench-
marking study was undertaken, using a sample of companies who
had accumulated experiences in this field as data sources. The
purpose was to identify any common factors, positive and nega-
tive, that seemed to dictate the success rate of a PMO.
Theoretical Background
Historical Background and Development
Project offices have for quite some time been used as a means for
administrating large projects, based on the need for an overall,
coherent approach. Project offices were established to coordinate
portfolios of projects, and these offices facilitated experience
transfer and benchmarking among the projects. In addition, such
project offices often functioned as a “project monitor ...
PMO of the Year Award 2011 eBook, profiling Dell's HCLS, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMO CoP, the award salutes a Project Management Office that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects.
This presentation supported Engage's interactive session at the Melcrum Summit 2012, which gave organisations a framework for developing their collaboration strategies.
It served to measure businesses’ collaborative readiness, and prompted an assessment of their collaborative leaders.
The responses of over 100 global internal communications professionals offered insight about businesses collaborative readiness in 2012.
Engage presentation at Melcrum Summit 2012
For more information, please contact nick.crawford@engagegroup.co.uk.
UNDERSTANDING THE CHARACTERISTICS, BENEFITS AND CHALLENGES OF AGILE IT PROJEC...ijseajournal
The objectives of this study was to bring out the understanding of the concept of agile IT project management; what it is and what it is not. It was also aimed at comparing the pros and cons of both agile and traditional methods of IT project management in a typical industry setting; the challenges of going purely agile, and so on. It is purely a review of literature of peer reviewed papers sourced mainly from Google Scholar. It was revealed that agile outweigh the traditional methods in terms of benefits, but its implementation poses a lot of challenges due to a number of issues, paramount among them being organizational culture and empowerment of the project team. This has resulted in a number of industries sticking to the traditional methods despite the overwhelming benefits of agile. In another school of thought, the combination of the two paradigms is the way forward.
Improving Focus, Predictability, and Team Morale on ProjectsJoe Cooper
Improving focus and predictability on projects with critical chain project management (CCPM). PMI Global Congress 2013 - New Orleans, LA. This paper addresses three project problems of low team morale, excessive project durations, and missed project delivery commitments.
This article presents some practical insights and challenges encountered during the implementation of major IT projects in the government sector in Arab countries. The primary purpose of this article is to point out the identified pitfalls to the existing body of knowledge from a practitioner’s standpoint, as many of the articles published in this regard are published by vendors, consultants, or academics. Each item is discussed to highlight how it impacted the management and the overall performance of projects. They are believed to contribute significantly towards the successful management and implementation of projects, and as valuable lessons that should be recorded in an organisation’s knowledge and watch list repository.
Chaos report 2012: here you´ll find the full version of the worldwide report ellaborated by The Standish Group about success and failure of IT projects.
Benchmarking of Project Management Office EstablishmentExtr.docxjasoninnes20
Benchmarking of Project Management Office Establishment:
Extracting Best Practices
Bjørn Andersen1; Bjørnar Henriksen2; and Wenche Aarseth3
Abstract: This paper deals with best practices in establishing, developing, and implementing project management offices �PMOs�. First,
a brief overview of the theoretical background for PMOs is presented. The research approach is described, along with an overview of the
benchmarking partners used. In the main part of this paper, various aspects of a PMO’s life cycle are discussed based on observations from
the benchmarking partners. Through the benchmarking study, we have discovered that although the PMO design differs greatly, certain
key characteristics, responsibilities, and tasks are very similar. Successful PMOs take on responsibility for different project-related
functions and core tasks related to development of shared methodology and processes for handling of projects, training and competence
development within project management, proposing of new projects, and quality assurance of projects. The success of the PMO is related
to ensuring the necessary authority of the PMO, real organizational authority as well as academic and social credibility, top management
support, and that the PMO covers true needs in the organization.
DOI: 10.1061/�ASCE�0742-597X�2007�23:2�97�
CE Database subject headings: Project management; Bench marks; Best management practice; Change management; Life cycles.
Introduction
Many organizations, especially above a certain size and with an
extensive degree of project work, have taken the step to establish
centralized project management offices �PMOs� to take on
responsibility for project-related functions and coordinate project-
related activities. There are large variations in terms of organiza-
tional location of such PMOs and the responsibilities/tasks they
hold.
This gap in perceptions of PMOs and their impact led several
companies we continuously work with to ask the question “what
seems to be best practice in this area?” These companies were all
in the process of establishing a PMO or redefining/formalizing
existing project support functions in a PMO, and thus saw the
need for some kind of roadmap for designing and implementing a
project management office. As a result, a comparative bench-
marking study was undertaken, using a sample of companies who
had accumulated experiences in this field as data sources. The
purpose was to identify any common factors, positive and nega-
tive, that seemed to dictate the success rate of a PMO.
Theoretical Background
Historical Background and Development
Project offices have for quite some time been used as a means for
administrating large projects, based on the need for an overall,
coherent approach. Project offices were established to coordinate
portfolios of projects, and these offices facilitated experience
transfer and benchmarking among the projects. In addition, such
project offices often functioned as a “project monitor ...
PMO of the Year Award 2011 eBook, profiling Dell's HCLS, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMO CoP, the award salutes a Project Management Office that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects.
Interesante investigación, que nos demuestra el éxito obtenido por grandes empresas americanas, a través de la instauración de OFICINA DE PROYECTOS, y del aumento de la tendencia en estas
Project management offices (PMOs) evolve through the project, program and portfolio management stages as they mature to meet ever-increasing business needs. A project management office can reduce the risk of project schedule slippage, cost overruns and scope creep by focusing on a standard project management process, basic tools and project manager development. A program management office can improve resource management across business and IT projects and programs by combining related business and IS projects into programs, as well as by implementing governance, communications programs and collaboration tools. A portfolio management office can contribute to business growth by optimizing the mix of project and program investments and focusing on benefits realization and knowledge management. CIOs must ensure that their PMOs master the basics of their current stage before they evolve them to the next stage
CHAPTER 2 Strategic Management and Project SelectionMore and m.docxcravennichole326
CHAPTER 2
Strategic Management and Project Selection
More and more, the accomplishment of important tasks and goals in organizations today is being achieved through the use of projects. The phrases we hear and read about daily at our work and in conversations with our colleagues, such as “management by projects” and “project management maturity,” reflect this increasing trend in our society. The explosively rapid adoption of such a powerful tool as project management to help organizations achieve their goals and objectives is certainly awesome. In addition to project management’s great utility when correctly used, however, its utility has also led to many misapplications. As frequently noted by both consultants and industry project experts, there are many projects that:
• fall outside the organization’s stated mission,
• are completely unrelated to the strategy and goals of the organization, or
• have excessive funding levels relative to their expected benefits.
In addition to the growth in the number of organizations adopting project management, there is also accelerating growth in the number of multiple, simultaneous, and often interrelated projects in organizations. Thus, the issue naturally arises as to how one manages all these projects. Are they all really projects? (It has been suggested that perhaps up to 80 percent of all “projects” are not actually projects at all, since they do not include the three project requirements for scope, budget, and due date.) Should we be undertaking all of them? Among those we should implement, what should be their priorities?
It is not unusual these days for organizations to be wrestling with hundreds of new projects. With so many ongoing projects it becomes difficult for smaller projects to get adequate support, or even the attention of senior management. Three particularly common problems in organizations trying to manage multiple projects are:
1. Delays in one project cause delays in other projects because of common resource needs or technological dependencies.
2. The inefficient use of corporate resources results in peaks and valleys of resource utilization.
3. Bottlenecks in resource availability or lack of required technological inputs result in project delays that depend on those scarce resources or technology.
As might be expected, the report card on organizational success with management by projects is not stellar. For example, an early research study (Thomas et al., 2001) found that 30 percent of all projects were canceled midstream, and over half of completed projects were up to 190 percent over budget and 220 percent late. This same study found that the primary motivation of organizations to improve and expand their project management processes was due to major troubled or failed projects, new upcoming mega-projects, or to meet competition or maintain their market share. Those firms that “bought” project management skills from consultants tended to see it as a “commodity.” These fi ...
The Project Management Office - Effectiveness and Delivering ValueMatthew Hillhouse
This whitepaper examines the question of whether PMOs are, in fact, negative entities and lack organizational worth. Or, is it possible to effectively leverage a PMO and deliver value to the organization?
The Seven Habits of Highly Effective Portfolio Management ImplementationsUMT
Originally published in 2003, this white paper on portfolio management has stood the test of time and is still relevant in all 7 best practice areas. Although the 7 best practices remain the same, the field of portfolio management has evolved substantially. To follow are some key questions that have been answered in the last few years:
Where should I start: Process or Tools?
For IT portfolios, what is more important: APM or PPM?
Which is the right level to start: Project or Portfolio?
Has portfolio management become more widely accepted as a practice in the last three years?
Are there financial benefits to implementing portfolio management?
Strategic alignment of horizontal and vertical pmo goals finalTathagat Varma
Today’s R&D organizations are highly matrixed. A PMO in a typical product team must work with several peers in engineering, QA, product management, usability, marketing and several other functions, neither of who report into her. She must align all these functions to the product roadmap and to the larger overall goals and objectives of her product group.
As the product organizations grow, there is an inevitable need for Strategic PMO to integrate back various functionally independent product groups on common systemic issues and create an interlock to reinforce each of the components. Strategic PMOs in this role have an added level of complexity working with vertical PMOs who don’t have same level of priority for the strategic horizontal initiatives. Often, their goals are at crossroads.
In this paper, we discuss a framework to create a strategic alignment of organization-level strategic PMO goals (“Horizontal Strategic Programs”) and product group-level operational PMO goals (“Vertical Programs”) into seamless team efforts. Finally, we present a case study on strategic horizontal programs at Yahoo! R&D India
Yonix presents: It’s all about stakeholder communicationyonix
It’s all about stakeholder communication: The role of business analysis in determining the success of projects.
As business analysts, it's our job to encourage collaboration and communication between technical and non-technical stakeholders. We represent the requirements of business stakeholders and translate this to our technical team members, and vice versa. We are the in essence, conduits of information.
A large majority of project failures are attributed to the requirements and analysis phases. Are we really doing what is required to meet business and stakeholder expectations?
During this session, Jody Bullen, CEO of Yonix will present some findings from a recent New Zealand survey, highlighting common business analysis problems faced in software development.
1.Why is RTI an important tool for teachers2.How is R.docxdurantheseldine
1.Why is RTI an important tool for teachers?
2.How is RTI related to special teachers?
3.What are the benefits of RTI ?
4.Does the school provide a written intervention plan?
The Center on RTI
Links to an external site. is a national leader in supporting the successful implementation and scale-up of RTI and its components.
This is the
chapter to readDownload chapter to read
Reference: Salvia, J., Ysseldyke, J. E., & Witmer, S. (2017). Assessment in special and inclusive education, (13th ed.). Boston, MA: Cengage Learning.
Reference: Brown, J., Skow, K., & the IRIS Center. (2009). RTI: Progress monitoring. Retrieved from
http://iris.peabody.vanderbilt.edu/wp-content/uploads/pdf_case_studies/ics_rtipm.pdf
Read
RTI Progress Monitoring (Brown, Skow, & IRIS Center, 2009).Download RTI Progress Monitoring (Brown, Skow, & IRIS Center, 2009).
The RTI Action Network
Links to an external site. is dedicated to the effective implementation of Response to Intervention (RTI) in school districts nationwide. Our goal is to guide educators and families in the large-scale implementation of RTI so that each child has access to quality instruction and that struggling students – including those with learning and attention issues – are identified early and receive the necessary supports to be successful.
The PROJECT PERFECT White Paper Collection
02/04/09 www.projectperfect.com.au Page 1 of 7
Project Management Office
External Affairs Strategy
Eric Tse
Abstract
This paper discusses the external affairs of Project Management Offices instead of
focusing on the internals. The article was initiated by the “AtekPC Project
Management Office” [1], Most of the obstacles to establishing a PMO are beyond the
CIO and PMO Manager’s control. There are external factors within the enterprise
that will hinder progress of a PMO implementation.
We are going to take a PMO as a black box, and focus on how the PMO/Program
Manager can manage external relations from diplomatic, marketing, public relations,
international relations, corporate culture and political perspectives. This involves
cooperation between the PMO and other entities in or outside the enterprise, to
facilitate a successfully organizational integration.
Introduction
By reading the case studies in the “AtekPC Project Management Office” [1], we see a
lot of headaches for the CIO when implementation a PMO in the enterprise.
Regardless of the technical challenges during the implementation, the core of the
problems seems to be that the PMO is lacking organization support, from the top to
the bottom. There is not enough executive stakeholder support; there is no visibility
of the program; there is a conflict of interests within departments; people are reluctant
to change the ways they have been doing things. This paper is going to provide some
high level suggestions to i.
PMO of the Year Award 2010 eBook, profiling IBM's PM/COE, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMOSIG, the award salutes a Project Management Office that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
1. cover summary survey print version
ILTA’s
Project Management
Survey
October 2008
2. cover summary survey print version
2008 Project Management Survey
Summary
by Mark Holdread, PMP, DLA Piper
As with any project, it's important to provide stakeholders Without a strong foundation, other areas of project More than 140 member entities
with frequent status updates. With that in mind, the ILTA management understandably suffer, including the perception participated in this survey, which
Project Management Steering Committee conducted a survey of the project management itself. When asked how strongly includes 61 questions regarding
to see how project management has progressed within the respondents agreed with the following statement, “The use their use of and experience with
legal industry since the last survey in 2006. The results of the of project management processes improves the project management.
2008 survey showed that while project management has organization's ability to deliver results,” 36.4% of participants
gained acceptance in the legal market, it continues to face chose “Sometimes true,” “Rarely true,”or “Never true.” If project The ILTA Project Management
many obstacles. management is to truly flourish in the legal industry, this Peer Group conducted the survey
percentage must be drastically reduced. in the first quarter of 2008, and
Compared to the 2006 PM survey in which 17% of later reviewed, analyzed and
respondents indicated that their firm did not practice some Despite the continuing struggles, firms do see the value of compiled the results for this
form of project management, only 2.5% of 2008 survey project management. Specifically, the 2008 survey publication.
participants indicated the same thing. respondents overwhelming indicated that project
management helps “More effectively manage expectations.” We welcome any feedback. Feel
Based on the growing level of acceptance, one would believe This may explain the increased adoption of project free to contact the Project
that project management has overcome virtually all obstacles management over the last two years. More realistic Management Peer Group and/or
within the legal industry. But such a belief belies the struggles expectations lead to more achievable goals and less share your comment on
that project managers still face, regardless of firm size. frustration resulting from unachievable goals. ILTA E-Groups.
In large and small firms, the most basic concept of what While project management continues to face many obstacles,
constitutes a project is not clearly understood by all. When one can only speculate how the industry will look once the
posed the statement, “The difference between a ‘project’ and principles of project management take hold. It will be an
a ‘maintenance activity’ is well understood,” only 62.8% of interesting trend to watch over the next several years as the
respondents chose either “Strongly Agree” or “Agree.” That legal industry continues to change and grow. We look
means more than one-third of survey participants still strive to forward to our next progress report.
convey this most basic concept.
survey
To navigate this PDF, select tabs at the top of each page to go to the summary, list of included questions, and printable version. You may also use
i
the arrows at the bottom of each page to flip through the PDF, or choose the circle between the arrows to go to the complete list of questions.
3. cover summary survey print version
2008 Project Management Survey
23. Which best describes the focus of the project
12. Where are your PMO/Team resources located?
General managers?
13. Where does the PMO/Team fit in the organization?
1. How many attorneys are in your organization?
24. Which statement best describes the scope of the
14. Which statement best describes the scope of the
2. What size is the IT / technology department at your project managers with regard to IT projects?
organization? PMO/Team with regard to IT projects?
25. Which statement best describes the scope of the
15. Which statement best describes the scope of the
3. Which statement best describes the structure of project managers with regard to non-IT projects?
your IT /technology department? PMO/Team with regard to non-IT projects?
26. To whom do project managers report in the
16. What other services are provided by the
4. Which statement best describes your organization?
organization's approach to project management? PMO/Team?
27. Which statement best describes the importance of
17. If an organization was considering starting a professional project management certification in
PMO Structure PMO/Team, what is the one piece of advice you your organization?
5. Does your firm have a designated project would offer?
28. What types of PM-related training/development
management office or team?
opportunities are available to project managers?
PM Role
6. Are there any plans to add a project management
29. What is the most important trait of an effective
18. Does your firm have dedicated IT/technical project
office or team?
managers? project manager?
7. How long has the PMO/Team been in place?
30. Who else in the organization besides project
19. Are there any plans to add dedicated IT/technical
8. How long did it take to establish the PMO/Team project managers? managers is responsible for managing IT projects?
from conception to implementation?
20. How many full-time project managers are in your
Methodology
9. Who was the primary sponsor for the PMO/Team organization?
31. Does your organization use a documented project
implementation?
21. How many part-time project managers are in your management methodology?
10. How many full-time equivalents staff the organization?
32. What strategies / approaches are incorporated into
PMO/Team?
22. Which statement best describes the project your project management methodology?
11. What positions are included in the PMO/Team? manager's responsibilities?
survey
ii
4. cover summary survey print version
2008 Project Management Survey
56. Issues and risks are tracked and managed
33. What is included in the project management 45. How are project documents managed?
methodology? effectively.
Application 57. Upon project completion, feedback is solicited
34. Does your organization include a formal project
steering committee? 46. The difference between a “project” and a from team members and/or stakeholders.
“maintenance activity” is well understood.
58. The use of project management processes
35. Who is involved in the project steering committee?
47. Priorities are clearly communicated and applied to improves the organization's ability to deliver
36. What are the primary responsibilities of the project project requests. results.
steering committee?
59. What impact has project management had on your
48. Project requests are subjected to intake, review
37. What system(s) are used to manage projects? and approval processes consistently. organization?
38. Which communication tools are used by project 49. Project management processes are consistently
Comments
teams? applied to projects.
60. What project management advice would you offer
39. Do project team members track time by project? 50. Stakeholders and project teams understand and to your peers?
cooperate with project management processes.
40. Rank in order of importance your organization's
project management goals (1 being most 51. Stakeholders and resources are appropriately
important). involved in project planning and control.
Data in this survey was
41. Please describe any other project management 52. Project schedules are based on actual resource compiled using the following
goals that are important to your organization. availability. criteria for firm size.
53. Scope and/or requirement changes are
Documentation Firm Size # of Attys
consistently managed via a change control
42. Which types of documentation are typically used process. Small 1-149
for IT projects?
Medium 150-249
54. Project status is tracked and communicated
43. Which areas are typically addressed in a project effectively to team members and stakeholders. Large 250-499
charter or business case document?
Very Large 500-999
55. Project team members understand their roles and
Mega >1000
44. Which types of reports are created for a typical assignments and are held accountable.
project?
survey
iii
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How many attorneys are in your organization?
45
40
35
30
Number of Respondents
25
20
15
10
5
0
1-149 150-249 250-499 500 - 999 > 1000
Small Medium Large Very Large Mega
Number of Attorneys
119 Respondents
survey
1
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What size is the IT / technology department at your organization?
25
20
While the number of IT staff members is driven by
the number of attorneys - i.e. the more attorneys
there are, the more people on the IT staff - this
Number of Respondents
data suggests that smaller firms may have a
15
higher ratio of IT staff to attorneys.
10 5 or fewer
6 - 15
16 - 25
26 - 50
5 51 - 100
101 - 150
More than 150
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
119 Respondents
survey
2
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Which statement best describes the structure of your IT / technology department?
20
18
Traditional functional teams still appear to rule
16
the industry. However, it seems that more
smaller firms prefer a projectized approach to
14
Number of Respondents
their organizational structure.
12
10
8 Functional organization/teams
Weak matrix
6 Balanced matrix
Strong matrix
4 Project-based/Projectized
Not sure
2
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
119 Respondents
survey
3
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Which statement best describes your organization's approach to
project management?
25
Most firms have some type of project
20
management, but only the larger firms seem to
follow the formal, documented methodologies.
Number of Respondents
15
What's project management?
10
Ad hoc/informal application
Some PM methods/processes applied
Formal, documented methodology in place
5
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
119 Respondents
survey
4
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Does your firm have a designated project management office or team?
40
In general, most firms do not have an established
PMO. But the larger you are, the more likely you
35
are to have one.
Number of Respondents
30
25
20
15
10
No
Yes
5
0
Yes
1 - Small
2 - Medium
No
3 - Large
4 - Very Large
5 - Mega
119 Respondents
survey
5
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Are there any plans to add a project management office or team?
35
30
If a firm has not yet established a PMO, it is
unlikely to do so within the next few years.
25
Number of Respondents
20
15 Yes, this year
Yes, next year or later
No
10
Not sure
5
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
70 Respondents
survey
6
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How long has the PMO/Team been in place?
6
5
Most PMOs are less than 2 years old.
Number of Respondents
4
3
Less than 1 year
1 - 2 Years
2
3 - 5 Years
More than 5 years
1
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
49 Respondents
survey
7
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How long did it take to establish the PMO/Team from conception
to implementation?
6
5
Larger organizations appear to require more
time to establish their PMOs/Teams.
Number of Respondents
4
3
Less than 1 year
1 - 2 years
2 3 - 5 years
More than 5 years
1
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
49 Respondents
survey
8
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Who was the primary sponsor for the PMO/Team implementation?
16
14
CIOs are the most frequent sponsor of
establishing a PMO.
12
Number of Respondents
10
8
CIO/IT Director
6 Administrative Director/Manager
IT Manager(s)
Other (Please describe.)
4
2
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
48 Respondents
survey
9
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How many full-time equivalents staff the PMO/Team?
9
8
Most organizations with an established
7
PMO/Team keep the group small with five or
fewer resources.
Number of Respondents
6
5
4
2 or fewer FTEs
3 - 5 FTEs
3 6 - 10 FTEs
2
1
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
49 Respondents
survey
10
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What positions are included in the PMO/Team?
18
16
Project managers are the principle
position in a PMO. Interestingly, some
14
PMOs operate without a dedicated
Number of Respondents
manager/coordinator.
12
10
Small
8
Medium
Large
6 Very Large
Mega
4
2
0
Project Manager PMO/Team Manager Supervisor Business Analyst Project Coordinator Administrative Support Other
106 Respondents
survey
11
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Where are your PMO/Team resources located?
10
9
The majority of PMOs are located in the
8
organization’s home office. It appears that larger
firms are more likely to spread PMO resources
7
Number of Respondents
across multiple offices.
6
5
Home/primary office
4
Local/regional office(s)
Both
3
2
1
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
49 Respondents
survey
12
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Where does the PMO/Team fit in the organization?
18
16
PMOs are predominantly embedded within the
14
firm's IT department.
Number of Respondents
12
10
8
Independent department
Within IT
6 Other, please describe
4
2
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
49 Respondents
survey
13
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Which statement best describes the scope of the PMO/Team
with regard to IT projects?
7
6
Most IT projects fall under some form of PMO
control.
5
Number of Respondents
4
Manages all IT projects
3
Manages most IT projects
Manages some IT projects
2
1
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
49 Respondents
survey
14
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Which statement best describes the scope of the PMO/Team
with regard to non-IT projects?
14
12
The sphere of influence for the PMO often
reaches outside the IT department — particularly
within larger organizations.
10
Number of Respondents
8
Does not manage non-IT projects
6
Manages most non-IT projects
Manages some non-IT projects
4
2
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
49 Respondents
survey
15
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What other services are provided by the PMO/Team?
18
16
In addition to managing projects, many PMOs
14
establish standards, create PM templates and
support other project teams.
12
Number of Responses
10
8
Establish PM standards
Develop PM documentation/templates
Support project teams
6
Provide PM training
Other
4
2
0
Small Medium Large Very Large Mega
153 Responses
survey
16
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If an organization was considering starting a PMO/Team, what is the
one piece of advice you would offer?
“Upper management support is vital.”
“Start simple, then build up.”
“Be flexible and allow the system to evolve.”
“Establish process and standards.”
“Install toolsets that support your processes.”
“Get buy-in from functional managers, not just upper management's.”
35 Responses
survey
17
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Does your firm have dedicated IT/technical project managers?
30
Even firms without an established PMO may have
PMs on staff.
25
Number of Respondents
20
15
10
No
Yes
5
0
Yes
1 - Small
2 - Medium
No
3 - Large
4 - Very Large
5 - Mega
119 Respondents
survey
18
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Are there any plans to add dedicated IT/technical project managers?
30
25
Organizations that do not already have dedicated
PMs on staff are unlikely to add any in the near
future.
Number of Respondents
20
15
Yes, this year
Yes, next year or later
10 No
Not sure
5
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
58 Respondents
survey
19
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How many full-time project managers in your organization?
9
8
Many project managers are part of a team with
7
five or fewer resources — if not entirely on their
own — within their organizations.
Number of Respondents
6
5
4 None
2 or fewer
3 to 5
3
6 to 10
11 or more
2
1
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
61 Respondents
survey
20
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How many part-time project managers in your organization?
14
12
Part-time PMs are relatively rare. Only 36% of
respondents indicated that they employ part-time
PMs. Of those, 68% employed two or fewer
10
Number of Respondents
project management resources.
8
None
6
2 or fewer
3 to 5
6 to 10
4
11 or more
2
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
61Respondents
survey
21
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Which statement best describes the project manager's responsibilities?
12
10
Most project managers' duties extend beyond
that of exclusively managing projects.
Number of Respondents
8
6
Dedicated to managing projects
Duties Include non-PM responsibilities
4
2
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
55 Respondents
survey
22
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Which best describes the focus of the project managers?
18
16
“Variety” is the name of the game for most project
14
managers. Very few respondents indicated that
their project managers focus was on a single,
Number of Respondents
specific area. The vast majority are “generalists”
12
tackling all kinds of different project challenges.
10
Generalist
8
Technical experts on specific areas
6
4
2
0
Small Medium Large Very Large Mega
57 Respondents
survey
23
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Which statement best describes the scope of the project managers
with regard to IT projects?
8
7
Slightly less than two-thirds of all responding
organizations manage most IT projects with
6
dedicated project managers.
Number of Respondents
5
4
Manage most IT projects
Manage some IT projects
3
Do not manage IT projects
2
1
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
59 Respondents
survey
24
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Which statement best describes the scope of the project managers
with regard to non-IT projects?
14
12
Slightly more than half of the project managers in
responding organizations are managing initiatives
10 outside the boundaries of the IT department.
Number of Respondents
8
Manage most non-IT projects
6
Manage some non-IT projects
Do not manage non-IT projects
4
2
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
59 Respondents
survey
25
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To whom do project managers report in the organization?
8
7
Project managers in smaller firms are more likely
to report directly to an administrative director or
6
manager. In all but the mega firms, project
Number of Respondents
managers are most likely to report directly to the
5
CIO or IT director.
4
CIO/IT Director
Administrative Director/Manager
3
IT Manager/Supervisor
PMO/Team
2
Other
1
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
59 Respondents
survey
26
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Which statement best describes the importance of professional
project management certification in your organization?
25
Very few organizations officially require
20
professional certification for hire or promotion.
However, many do encourage their staff to
Number of Respondents
pursue the credentials.
15
Required for hire as a project manager
10 Encouraged, but not officially required for hire or promotion
Not required for hire, but considered for promotion
No opinion
5
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
117 Respondents
survey
27
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What types of PM-related training/development opportunities are available
to project managers?
20
18
External training is the most common
development opportunity available to
16
project managers from organizations of all
sizes. Project managers in smaller firms are
14
Number of Responses
less likely to have access to other types of
development opportunities.
12
10
Small
Medium
8
Large
Very Large
6
Mega
4
2
0
Professional External training Internal training Formal mentoring Informal/peer None Other
certification program mentoring
250 Responses
survey
28
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What is the most important trait of an effective project manager?
The comments were nearly unanimous. Effective project managers must
have the following:
— Communication skills
— Organizational skills
— Attention to detail
66 Respondents
survey
29
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Who else in the organization besides project managers is responsible
for managing IT projects?
35
Supplementing dedicated PMs with
30
staff is common in firms of all sizes. IT
managers appear to take on project
management responsibilities more
Number of Responses
25
often than other types of resources.
20
IT manager
15
IT staff
Other
10
5
0
Small Medium Large Very Large Mega
173 Responses
survey
30
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Does your organization use a documented project management methodology?
40
35
In general, smaller firms are less likely to employ
a formal project management methodology. In
30
contrast, mega firms with formal methodologies
Number of Respondents
out number those without by nearly three to one.
25
20
No
Yes
15
10
5
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
119 Respondents
survey
31
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What strategies/approaches are incorporated into your
project management methodology?
30
PMBOK is the most common
25 structure within organizations that
employ a formal methodology.
20
Number of Responses
Six Sigma
PMBOK
15
Phase Gate
SDLC
Agile
10
Waterfall
Prince 2
Other
5
0
Six Sigma PMBOK Phase Gate SDLC Agile Waterfall Prince 2 Other
72 Responses
survey
32
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What is included in the project management methodology?
40
The methodologies employed by most
35
organizations include formal procedures for
approval, requirements definition, execution,
30
status tracking and closure. It appears that
project intake is one area that is often overlooked.
Number of Responses
25
20
Intake process
Initiation/approval process
15
Planning/requirements definition process
Execution/development process
10 Risk/issue tracking process
Status tracking/reporting process
Quality assurance/testing process
5
Close out process
Other
0
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276 Responses
survey
33
38. cover summary survey print version
2008 Project Management Survey
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Does your organization include a formal project steering committee?
40
35
Many organizations function without the
oversight of a formal steering committee.
30
Number of Respondents
25
20
No
15 Yes
10
5
0
1 - Small
2 - Medium
3 - Large
4 - Very Large
5 - Mega
119 Respondents
survey
34