Project Portfolio Delivery Effectiveness Feedback Example Report

Project portfolio delivery effectiveness survey ACME feedback report Tim Pare, John Hall, John Kirkwood January 17, 2009

Foreword ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Contents ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Research demonstrates a clear correlation between maturity and overall effectiveness – with some caveats ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: PA Portfolio Management Survey Bureaucratic Entrepreneurial Maturity vs Effectiveness Maturity Effectiveness Planned Informal Most effective Least effective

Overall, ACME is towards the lower quartile of the maturity spectrum compared to other companies surveyed ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The current survey in which ACME (and other organizations) have participated is more expansive than the original survey; the range of practices has been expanded beyond the confines of portfolio management into broader aspects of delivery. The results from both studies are consistent in the correlation of maturity and effectiveness - those companies that demonstrate more mature practices observe better outcomes. Source: PA Portfolio Delivery Effectiveness Survey, 2009 ACME

ACME overall delivery effectiveness appears to offer scope for improvement around some key outcomes… Source: PA Portfolio Delivery Effectiveness Survey, 2009 The implications of shortcomings in other areas are potentially significant Portfolio balance appears to be in good order and is the best rated outcome today. Opportunities for improvement exist in all other areas. Portfolio outcomes Project outcomes Resourcing outcomes Sequential development, siloed working, protract and sub-optimize delivery, and impede multi-disciplinary efforts. Process – achieving efficiency/effectiveness in delivery Stakeholders have low expectations of delivery. Little or no delivery metrics captured or available. Stakeholder satisfaction – how well your delivery is perceived Accountability for delivery is unclear. It’s accepted that projects frequently run late or deliver short of original intentions. Accountability – taking ownership of delivery There is a tendency to start everything, but not deliver it all. Delivery reliability – what you achieve It is not clear how many projects are on the go, how they are tracking or what effort they absorb. Ability to adjust to changing priorities is limited. Portfolio adaptability – tracking and adapting the portfolio to current needs It is difficult to balance resources between business-as-usual and project work; resources are frequently overcommitted and often unilaterally redeployed. Allocation – matching demand and supply Business cases are unreliable, with poor estimating of project and business-as-usual demand, and little understanding of expected benefits. Demand estimating – understanding what you need Capability and capacity to deliver projects and business-as-usual is not well understood. Operational issues frequently disrupt change activities. Supply capacity – understanding what resources you have There is perpetually a shortage of skilled people; significant recourse to contract staff for operational and change activities. Utilization – understanding what you use Implications Dimension

The most successful organizations demonstrate maturity across all key areas of practice ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: PA Portfolio Management Survey Strongly agree Ambivalent Strongly disagree Business objectives clear Strong links between objectives and selection Quality business cases Objective and credible selection process Scenarios rapidly evaluated Consider all significant constraints Flexible approach resilient to change Business impact of portfolio understood Efficient in use of management time Most effective Least effective

ACME’s practice maturity assessment suggests a framework for prioritization ,[object Object],[object Object],[object Object],[object Object],[object Object],Source: PA Portfolio Delivery Effectiveness Survey, 2009 ACME

Detailed analysis indicates specific areas for potential improvement ,[object Object],[object Object],Those with a score less than this represent the greatest near-term improvement opportunities The portfolio management challenge The project management challenge The broader resourcing challenge

These may suggest an adaptation to ACME’s own assessment of improvement priorities ACME’s own assessment of improvement priorities Alignment of suggested improvements ,[object Object],[object Object],[object Object],[object Object],[object Object],1= Enhancing the capacity to deliver more projects, without increasing cost Delivery capacity 1= Ensuring fitness for purpose and attaining a better result every time Delivery quality 1= Achieving tangible business results regularly and reliably throughout the planning horizon Benefits realization 1= Delivering results faster, more efficiently and hence at lower cost Delivery speed Priority Description Objective

Diagnostic methodology ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Contact details for further information concerning this report ,[object Object],Are you interested to know how your organization’s project delivery performance compares with your peers? By participating in this research survey, you will have access to a complimentary benchmark report – like this one - that provides insight to how your organization compares to other respondents and areas to focus on. Your organization will be one of more than 90 in the US and Europe that have begun to use the report to make improvements on their performance. Here are some respondents’ comments on their reports: “ The survey clearly showed areas where our approach works well, but also gave specific areas for focus in improvement. The report is extremely helpful in reporting the PMO's progress as well as a tool for recommending improvement areas for the executive management.” “ This is unbelievably on the money for this group! As we’ve talked with internal and external stakeholders, these themes have consistently come up as major problems that they are facing.” Not a bad return for 20 minutes of your time? Please feel free to access the survey at: www.portfoliodiagnostic.com John Kirkwood One Memorial Drive Cambridge, MA 02142 Tel: +1 571 227 9351 Mobile: +1 202 320 0961 E-mail: [email_address] Tim Pare 4601 N Fairfax Drive Suite 600 Arlington, VA 22203 Tel: +1 571 227 9273 Mobile: +1 571 215 1332 E-mail: [email_address] John Hall 4601 N Fairfax Drive Suite 600 Arlington, VA 22203 Tel: +1 571 227 9351 Mobile: +1 202 320 0961 E-mail: [email_address]

Project Portfolio Delivery Effectiveness Feedback Example Report

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (19)

Similar to Project Portfolio Delivery Effectiveness Feedback Example Report

Similar to Project Portfolio Delivery Effectiveness Feedback Example Report (20)

Recently uploaded

Recently uploaded (20)

Project Portfolio Delivery Effectiveness Feedback Example Report