Enabling Step Change in your PPM Maturity - Vince Hines | Project Challenge, March 2018
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The document discusses the findings from the 'State of Project Management' annual report, highlighting the current challenges in project and portfolio management (PPM) maturity within UK organizations. It emphasizes the need for improvement in areas such as project manager capability, methodology application, and effective use of technology. The report also offers practical advice for enhancing PPM maturity and suggests strategies for developing a supportive environment through training, community building, and leveraging centralized project management solutions.
![Poorly trained Project Managers
Too many projects
Lack of project funding [11th in 2017]
Inconsistency in approach
Doing the wrong projects (lack of strategic
alignment)
Top 5 PPM Challenges](https://image.slidesharecdn.com/projectchallenge-mar18-ppmmaturity-vincehines-180312151351/85/Enabling-Step-Change-in-your-PPM-Maturity-Vince-Hines-Project-Challenge-March-2018-7-320.jpg)
Enabling Step Change in your PPM Maturity - Vince Hines | Project Challenge, March 2018
- 1. Enabling step change in your PPM Maturity
- 2. Introduction • Vince Hines • The State of Project Management Annual Report The State of Project Management is the largest annual piece of research of its kind in the UK. Published by Wellingtone and involving hundreds of organisations it provides deep insight into the state of our industry Vince will combine this data with practical advice on how your organisation can use this knowledge to enable a step change in your project and portfolio management maturity You will gain rich industry data and thought provoking practical advice from this entertaining presentation
- 5. Project Management Maturity Only a third of respondents were somewhat or very satisfied with current PPM maturity
- 6. Project Performance 40% of organisations most or always complete on time 36% of organisations most or always deliver full benefits 50% of organisations most or always have a track record of success 46% of organisations most or always complete on budget
- 7. Poorly trained Project Managers Too many projects Lack of project funding [11th in 2017] Inconsistency in approach Doing the wrong projects (lack of strategic alignment) Top 5 PPM Challenges
- 8. Project Manager Capability Who tends to run projects in your organisation? Does your organisation invest in PM training? Accredited Training In-house Training
- 9. PPM Methodology Benchmark 60% mostly or always apply a methodology 60% mostly or always create a scoping document
- 10. PPM Methodology Benchmark 63% mostly or always engage in risk management 49% mostly or always actively use schedules
- 11. Benefits Realisation Lessons Learned Change Control Resource Management Risk Management Project Prioritisation Top 6 PPM Processes MostTroublesome to Embed
- 12. Establish training in methodology & practical PPM tools & techniques. Establish a PPM Community of practitioners, mentoring and career development Training & Support Develop PMO capability to support best practice Project, Programme and Portfolio Management. Benchmark, establish a PPM Maturity Roadmap, and ensure PMO value Project Management Office Leverage enterprise PPM solution to enable consistency in approach, one version of the truth, transparency & collaboration Technology Define consistent, practical, fit for purpose PPM Methodology, Lifecycle & Governance structures based on best practice, but tailored to the organisation Methodology 01 Develop Methods 02 Leverage PMO 03 Develop PPM Tools 04 Training & Support Key Drivers to PPM Maturity
- 13. PMO Benchmark Data 80% of organisations have a PMO
- 14. Technology Benchmark Data 55% of organisations do NOT have access to centralised project KPIs Are you achieving the benefits from your PPM solution? What about Resource Management? 43% use Excel 17% use nothing 13% use a PPM solution 48% of respondents spend 1 or more days every month collating project status information
- 15. Defined governance, including project approval and oversight Adefined project lifecycle & stage gates Consistent use of project management documents & tools Agreed and signed off scope of work Clarity of and focus on benefits Clarity of project roles and responsibilities Aplanning phase before work starts Aprogress cycle when works starts Honesty with RAG KPIs and help when needed Identifiedlessons fed back into futureprojects APMO function to drive maturity Training for those given the challenge to run or sponsor projects Continuous improvement through the PMO and a Community of Practitioners Characteristics of “good”...
- 16. How many projects have you got? Who is the PM for each project? Who is the Sponsor, and do they know what their role is? How were these projects approved? Who approved the scope? What is the current actual status of each project? The 6 Killer Questions
- 17. Keep it Simple If we develop something sophisticated, it often leads to complexity and this results in buy-in. We need an approach that is simple to use, but effective. This provides a firm foundation for enhancement over time as part of your PPM Maturity Roadmap Engage Stakeholders It is important that any recommendations to develop PPM maturity are reviewed and by key stakeholders. Everyone must be happy to support change Leverage Technology Where practical, proven and cost effective we should leverage technology to enable collaboration, transparency of project information, resource management and Scalable The recommended approach must be scalable to fit the organisation today and in the Wellingtone Key Drivers
- 18. Next Steps • The State of Project Management Annual Report being published on 16th of March • Download from our web site • Use to benchmark your PPM Maturity • Recognise developing PPM Maturity is a journey...a project! presentation