This document summarizes the key findings of PwC's 4th Global PPM Survey. The survey found that familiar issues with program/project delivery are still not being addressed. It identifies 5 themes for organizations to focus on: 1) optimize their portfolio to maximize returns, 2) be flexible and change faster, 3) enable people to deliver success, 4) connect executive teams to delivery teams, and 5) measure and address facts to maintain direction. While benefits are often set, they are not always realized. The survey illustrates there is often a disconnect between executive teams and program managers. To be successful, organizations need to understand strategy and adapt delivery to meet changing needs.

1. APM: Programme
Management SIG
The case for doing things
differently
Karl Reilly BSc(HONS) , MAPM, MCIOB, MIMC, FRSA
Global Lead for PPM Methods & Tools
April 2015
www.pwc.co.uk

2. PwC
4th Global PPM Survey
Do those who commission change
get what they want?
2
April 2015APM: Programme Management SIG

3. PwC
19
39
42
Other
Company Senior Manager
Company Manager or staff
18
42
14
8
14
5
Company porfolio or programme
manager
Company project manager
Company PMO manager or team
member
Consultant/Contractor portfolio or
programme manager
Consultant/Contractor project
manager
Consultant/Contractor PMO
manager 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 &
Programme
Managers
General
Employees
Who took part in the research? The survey was targeted at
three main groups…
(%)
3
April 2015APM: Programme Management SIG

4. PwC
Global Survey
The results of the 4th Global PPM
Survey repeat some consistent
messages from our previous
surveys as well as opening up new
insights that can help organizations
deliver better results for their
sponsors of change.
4
April 2015APM: Programme Management SIG

5. PwC
The Global PPM
Survey shows that
familiar issues still
are not being
addressed
Why change how programs are
delivered?
5
April 2015APM: Programme Management SIG

6. PwC
Theme 1
Optimise your portfolio to maximize returns
Organizations should:
• Optimise the selection of programs within
the portfolio using quality data and objective
criteria to help the organization more
effectively achieve its change strategies.
• Take a look at the portfolio management
capability with a view to ensuring both
program selection and reviews clearly
support the organisation’s strategic goals –
being pragmatic enough to stop projects or
program that are not delivering.
• Create a portfolio management function
from a business architecture perspective,
ensuring the right people, process and tools
are in place to effectively manage the
portfolio of change program that
consistently align to business goals.
• Build a sustainable and effective ‘ideas
pipeline’ to continually enter new projects
and program into their portfolio.
6
April 2015APM: Programme Management SIG

7. PwC
Theme 2
Be flexible, change faster
Organizations should:
• Plan for change from the outset – not doing
so is unrealistic, and will take you longer to
react when it does happen.
• Create an environment where change can be
managed in a controlled manner for the
benefit of all. This moves beyond traditional
change (variation) control and impact
assessment processes, rather defining a new
operating rhythm for program delivery
where change is expected, embraced and
harnessed.
7
April 2015APM: Programme Management SIG

8. PwC
Theme 3
Enable your people to deliver success
Organisations should ensure that the PM
community is enabled to deliver change by
creating the right environment:
• Programs must be properly resourced with
highly skilled professionals – the right
capability and capacity.
• Training PMs effectively will improve
delivery success. PPM is a profession – too
few people are trained to deliver it.
• Organisations need to invest the time to
carefully examine their requirements for
software that enables program and portfolio
management, and ensure the tools they
select are fit for purpose and meet the needs
of both PMs who plan and manage at very
detailed levels, and the Executive Team for
summary reporting at the portfolio level.
8
April 2015APM: Programme Management SIG

9. PwC
Theme 4
Connect Executive Teams to delivery teams to get the
change you want
Executive Teams should:
• Show commitment to the importance of
program management and understand
delivery issues. When program outcomes are
clearly defined, measurable and understood
by all, results improve.
• Be encouraged to make better use of the
experience and value their professional PMs
can offer. Often PMs are seen as providers of
data, or worse still administrators – they
need to be adept at technical reporting but
can add far more value through working
closely with leaders to shape and drive
programs.
9
April 2015APM: Programme Management SIG

10. PwC
Theme 5
Measure and address the hard facts to maintain direction
Organizations should:
• Maintain a line of sight to the intended outcomes
and benefits. Decisions on further funding,
resourcing, direction and risk management
should all be made with outcomes and benefits in
mind.
• Invest in their program management resources –
ensure they are well trained and able to
consistently deliver the basic program
management elements so that progress is well
planned and tracked.
• ‘Stop and reflect’ – taking a pause can often
provide sufficient thinking time to regroup and
set a new baseline or refocus effort.
• Not be afraid of knowing when to stop programs.
Clear measuring of progress and decisive actions
can help to save wasted investment in the long
run, along with making sure the business case
and benefits are still valid and being realized.
10
April 2015APM: Programme Management SIG

11. PwC
Is there a coherent relationship between the programme’s
objectives and benefits and the organisational strategy and
vision
23%
49%
14%
8%
4%
2%
11.5%
50%
11.5% 11.5%
15.36%
Strongly
agree
Agree Neither
agree nor
disagree
Disgaree Strongly
disagree
Don't know
0
10
20
30
40
50
60
PPM Survey
Event result
Base: 1,774
%
11
April 2015APM: Programme Management SIG

12. 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 know
0
10
20
30
40
50
60
70
PPM Survey
Event result
Base: 1,774
%
12
April 2015APM: Programme Management SIG

13. 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 to
programme/project delays?
13
April 2015APM: Programme Management SIG

14. PwC
General Employees
APM Event
Financial metrics
26% 4%28%
C-Suite
Customer satisfaction
metrics
19% 22%18%
Time metrics
11% 4%9%
Delivery of documented
outcomes
10% 39%11%
Employee satisfaction
8% 0%10%
Successful embedding of
change
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?
14
April 2015APM: Programme Management SIG

15. PwC
Base: 761
16%
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 the
success of your projects/programmes?
15
April 2015APM: Programme Management SIG

16. PwC
The Global PPM
Survey illustrates
that there is often a
disconnect between
the Executive Team
and the PMs
Why change how programs are
delivered?
16
April 2015APM: Programme Management SIG

17. PwC
So what?
Our survey respondents tell us that there is a case for
changing the way we deliver.
• We need to understand the corporate strategy, and be flexible in how
we 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 drive
decision making.
• We need to alert to the changing world around us, and adapt to
threats and opportunities
17
April 2015APM: Programme Management SIG

18. The case for doing things differently
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Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details.
Questions…?
Download the survey report at
ww.pwc.com/ppmsurvey
Contact:
e-mail: Karl.b.reilly@uk.pwc.com
Twitter: @Karl_Reilly_PwC