RESEARCH REPORT. Includes complete survey data. Project Management Maturity & Value Benchmark

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1 RESEARCH REPORT Includes complete survey data Project Management Maturity & Value Benchmark 2014

2 2 Project Management Maturity & Value Benchmark 2014 Introduction PM Solutions Research first surveyed organizations on the maturity of their project management practices in In our latest survey, we ve taken another look at the capability of organizations to deliver projects successfully. This research will help us understand current project management practices as well as trends that will lead to improved project management success. You can also use this research to benchmark your organization against others as well as help you build your business case to justify the value of project management to senior management. ORGANIZATIONS PARTICIPATING 293 RESPONDENTS BY INDUSTRY RESPONDENTS BY GEOGRAPHY 16 % Professional & Technical Services 15 % Finance & Insurance 14 % Manufacturing 70 % %14 % EUROPE 13 % 11 % Information Healthcare NORTH AMERICA MIDDLE EAST & AFRICA %5 % ASIA & PACIFIC %4 % 7 % Energy %7 % CENTRAL & SOUTH AMERICA 6 % Public Admin 5 % Pharma 5 % Education RESPONDENTS BY SIZE OF FIRM RESPONDENTS BY TITLE %39 % Large Revenue > US$1B Head of the PMO - 34% Project/Program Manager - 22% %30 % Mid-size Revenue US$100M $1B %32 % Small Revenue < US$100M VP/Director Project/Program Management - 14% PMO Staff Member - 12% Chief Project Officer, CIO, or other C-Level - 6% Other - 12%

3 Project Management Maturity PM Maturity & Value Benchmark Project Management Maturity & Value or well over a decade, PM Solutions has been actively gathering data Fon project management practices and trends, and we ve seen a steady climb in the prevalence and influence of project management in most organizations. This current research, a reprise of studies published in 2001 and 2006, confirms the hypothesis that when organizations improve their project management maturity, they experience corresponding gains in project management performance. More importantly, they also show improved organizational performance. The organizations identified as high performing in this study:» Are much more mature in their project management practices than low performers (average level of maturity 3.4 vs. 1.7).» Show substantially greater value in a variety of project management performance measures that matter most to executives, including the percentage of cost savings per project (26% vs. 6%). Bottom line: More mature firms deliver more value. Project management continues to be an organizational practice that provides significant value to the business. By benchmarking the project management maturity of your organization to that of high-performing organizations you ll have a guide to improving your project management and organizational success. MORE MATURE FIRMS DELIVER MORE VALUE COST SAVINGS PER PROJECT (%) Percentage saved per project, on average, based on firms improving their level of project management maturity PROJECT MANAGEMENT MATURITY RATING Average level of project management maturity based on a scale of 1 (least mature) to 5 (most mature). 6 % 16 % 26 % SUMMARY FINDINGS» A majority of firms (91%) have project management processes in place.» There is a direct and strong correlation between the project management maturity of a firm and its overall performance.» High-performing firms are much more mature in their project management practices than low performers.» There is a correlation between the length of time project management has been in place in a firm and its project management maturity and overall performance.» Organizations have seen considerable value by increasing the level of their project management maturity.» Most organizations (76%) have improved in PM maturity over the past five years with 33% moving from Level 1 to Level 2.» Firms have steadily and consistently moved up in levels of project management maturity between 2001 and LOW PERFORMERS ALL FIRMS HIGH PERFORMERS

4 4 Project Management Maturity & Value Benchmark 2014 Project Management Value PERFORMANCE DEFINED High-performing organizations are defined by the extent they realize their organizational goals. Respondents rated their companies on a score from 1 to 5, where 1=to no extent and 5=to a very great extent on how well they met ten measures of organizational performance: strategy execution, stakeholder satisfaction, financial success, schedule/ budget performance, customer satisfaction, resource allocation, strategic alignment, project prioritization, team satisfaction, benefit realization. High performers rank in the top 25% in overall performance. Low performers rank in the bottom 25%. Maturity is not measured for the sake of a score, but to understand how to improve project management processes to better impact business outcomes. The connection between value delivered 1and process maturity is critical to organizations that rely on projects to achieve strategic goals.» Organizations have seen considerable value by increasing the level of their project management maturity. They ve shown a significant percentage of improvement in projects aligned with 2 business objectives (37%), decrease in failed projects (29%), customer satisfaction (26%), projects delivered under budget (23%), and productivity (21%). See value chart below.» Organizations at the highest levels of project management maturity 3 (Levels 4-5) have seen the greatest value by increasing the level of their project management maturity, especially in improvements in aligning projects with business objectives (53%) and bringing products/services to market (45%).» High performers show substantially greater value by increasing their level of project management maturity. They ve shown the following improvements on average vs. low performers: decrease in failed projects (38% vs. 10%), cost savings per project (26% vs. 6%), projects delivered under budget (32% vs. 7%), projects delivered ahead of schedule (24% vs. 7%), productivity (34% vs. 8%), time to market (36% vs. 5%), customer satisfaction (40% vs. 19%), and alignment with business objectives (51% vs. 25%). High performers have also shown $125K cost savings per project vs. $8K for low performers. See chart on next page.» Organizations have realized impressive results over the past 12 months. On a scale of 1-5 on the extent they ve realized those results, they ve excelled in particular at aligning their projects to the organization s business strategy (3.2), satisfying customers (3.1) and project stakeholders (2.9), and realizing the benefits anticipated from projects (2.9). PROJECT MANAGEMENT VALUE BENCHMARKS Average value organizations have seen by increasing their level of project management maturity:» Decrease in failed projects... 29%» Projects delivered ahead of schedule... 16%» Projects delivered under budget... 23%» Improvement in projects aligned with objectives... 37%» Improvement in productivity... 21%» Cost savings per project (% of total project cost)... 16%» Increase in customer satisfaction... 26%» Cost savings per project... US $71K

5 Project Management Maturity & Value Benchmark Project Management in Organizations» Most firms (91%) have project management processes in place, and 42% have had them in place more than five years.» High performers are more likely to have project management processes established than low performers (95% vs 84%). High performers are also much more likely to have project management processes in place more than 5 years (49% vs. 24%).» Most organizations (76%) have improved in project management maturity over the past five years, with the largest percentage (33%) moving from Level 1 to Level 2.» Large organizations are significantly more likely to have project management processes in place (53%) than mid-size (34%) and small (35%) organizations.» The length of time project management was in place in organizations was a significant factor in our results. Organizations with project management in place for more than five years were far more mature on average (2.9) vs. 2-5 years (2.3) and less than two years (2.0).» High performers are more likely to be professional services (27%) and information (18%) organizations. Low performers are more likely to be finance & insurance (20%), manufacturing (16%), and healthcare organizations (16%).» Healthcare organizations have shown the least amount of improvement in the higher levels of project management maturity over the past five years only 26% improving to Level 3 and higher. The greatest improvement has been shown by information organizations 59% have improved to Level 3 and higher. HIGH PERFORMERS DELIVER MUCH GREATER VALUE THAN LOW PERFORMERS Improvements firms have shown by increasing their level of project management maturity Cost savings per project Time to market Projects delivered under budget Productivity Projects delivered ahead of schedule High performers Low performers $125K $8K 36% 5% 32% 7% 34% 8% 24% 7% GUIDELINES FOR ADVANCING PROJECT MANAGEMENT MATURITY An assessment should be aimed at providing a path forward for the organization by improving its project management capabilities. Here are tips from PM Solutions expert consultants on what to do after you ve assessed your project management maturity:» Engage employees and begin cultural change based on the clear path the assessment reveals.» Use the assessment as a baseline to show the value of future investments in process improvement.» The assessment will reveal the actions necessary to ensure success in the next step of PMO implementation.» Repeat assessments can be used to track progress against the project management deployment plan.» Use assessments to communicate successes and milestone achievements to executives and management.» Use assessments to identify specific areas for improvement and target 6-month improvement goals.» Establish an incremental improvement program with specific focus and measurable goals.» Maintain project management maturity in synch with other corporate process maturity areas.» Set an appropriate maturity goal not every organization needs to reach Level 5 to reap important benefits.» Focus on continuous improvement. Revisit your project management processes every 6 to 12 months.» Get outside help, especially to help navigate the organization s political climate to get progress in motion.

6 6 Project Management Maturity & Value Benchmark 2014 PM Maturity Benchmark HIGHER MATURITY = STRONGER PERFORMANCE 11 % 22 % 28 % 30 % Levels 4 & 5 Level 3 Level 2 Level 1 Percentage of firms at each level of project management maturity Average organizational performance level » Organizations have steadily and consistently moved up in levels of project management maturity between 2001 and In 2001, 89% of organizations were at Level 1 maturity; only 30% are at Level 1 in In 2001, only 5% of organizations were at Level 3 maturity or higher; in 2014, 33% of organizations are at Level 3 maturity or higher.» Organizations rate at a level 2.5 (on a scale of 1-5) in project management maturity on average. They are most mature in project integration management (2.7) and least mature in risk management (2.3).» High performers are much more mature in their project management practices than low performers (3.4 vs 1.7). An exceptionally higher percentage of high performers were at Level 3 or above in project management maturity (76%) vs. low performers (4%).» Large organizations rate at a slightly higher maturity level (2.6) than midsize (2.4) or small (2.5) organizations. And fewer of them are at Level 1 maturity (24%) vs. mid-size (34%) or small (30%) organizations.» The most mature organizations are found in the information industry. They are particularly mature in project integration management (3.1), time management (3.0), and communications management (3.0).The least mature organizations are in the healthcare industry. They rank lowest in project quality management (1.8) and risk management (1.9). And far more information organizations are at Levels 4-5 maturity (35%), vs. professional services (21%), manufacturing (9%), healthcare (7%), or finance & insurance (3%) organizations.» Organizations are fairly consistent in their maturity in the components of the ten knowledge areas. They re consistently weakest in risk management, in particular quantitative risk analysis (2.1), risk response planning (2.3), and risk control (2.3).» Organizations at project management maturity Levels 4 and 5 were most likely to have project management in place five years or more (87%). And the percentage of organizations with project management in place two years or less were most likely Level 1 maturity organizations (59%). PROJECT MANAGEMENT MATURITY IN INDUSTRIES Average level of project management maturity in five highest represented industries based on a scale of 1 (least mature) to 5 (most mature) INFORMATION PROF. SERVICES FINANCE MANUFACTURING HEALTHCARE

7 Project Management Maturity & Value Benchmark Project Management Maturity Model PM Solutions Project Management Maturity Model (PMMM SM ) describes how organizations mature as they improve their project management processes. The model is based on the PMBOK Guide s ten knowledge areas with five distinct levels of maturity. Each level represents a discrete organizational capability based on the organization s maturity in each of the knowledge area components listed. The five levels of maturity are as follows: Level 1: Initial Process» Ad hoc processes» Management awareness Level 2: Structured Process and Standards» Basic processes; not standard on all projects; used on large, highly visible projects» Management supports and encourages use» Mix of intermediate and summary-level information» Estimates and schedules based on expert knowledge and generic tools» Project-centric focus Level 3: Organizational Standards and Institutionalized Process» All processes standard for all projects and repeatable» Management has institutionalized processes» Summary and detailed information» Baseline and informal collection of actual data» Estimates and schedules may be based on industry standards and organizational specifics» Organizational focus» Informal analysis of project performance AREAS MEASURED Project management maturity is measured in ten knowledge areas as well as three areas that exert significant influence on the adoption of project management practices. KNOWLEDGE AREAS» Project Integration Management» Scope Management» Time Management» Project Cost Management» Project Quality Management» Human Resources Management» Communications Management» Risk Management» Project Procurement and Vendor Management» Project Stakeholder Management INFLUENCE AREAS» Project Management Office» Management Oversight» Professional Development Management Level 4: Managed Process» Processes integrated with corporate processes» Management mandates compliance» Management takes organizational entity view» Solid analysis of project performance» Estimates and schedules normally based on organization specifics» Management uses data to make decisions Level 5: Optimizing Process» Processes to measure project effectiveness and efficiency» Processes in place to improve project performance» Management focuses on continuous improvement For more detailed information, check out PM Solutions comprehensive maturity model, available on Amazon. com and at other retail locations. PMBOK is a registered mark of the Project Management Institute, Inc.

8 8 Project Management Maturity & Value Benchmark 2014

9 Project Management Maturity & Value Benchmark Summary Results Respondent Profile Percentage of respondents with the following role» Head of the PMO (Director, Manager, etc.) 34%» Project/Program Manager 22%» VP or Director-Level Project/Program Management 14%» PMO Staff Member 12%» Chief Project Officer, CIO, or other C-Level 6%» VP or Director-Level Business Management 2%» Other 10% Percentage of respondents whose organizations have the following annual sales (US$)» Less than $100 million 32%» $100 million to $1 billion 30%» Greater than $1 billion 39% Percentage of respondents in the following industries» Professional & Technical Services 16%» Finance & Insurance 15%» Manufacturing 14%» Information 13%» Healthcare & Social Services 11%» Energy 7%» Public Administration 6%» Pharmaceutical & Biotechnology 5%» Education 5%» Retail 2%» Other 7% Geographic region company s headquarters is located» North America 70%» Europe 14%» Central/South America 7%» Middle East/Africa 5%» Asia/Pacific 4%

10 10 Project Management Maturity & Value Benchmark 2014 SUMMARY RESULTS Project Management in Organizations Service span of project management reported in this survey» Enterprise 46%» Business unit (LOB) 30%» IT 23%» Other 3% Percentage of firms with project management processes 91% Percentage of firms without project management processes that plan to implement them within the next year 77% Length of time project management process has been in place» More than 5 years 42%» 2 to 5 years 32%» 6 months to 2 years 22%» Less than 6 months 4%

11 Project Management Maturity & Value Benchmark SUMMARY RESULTS Project Management Maturity Benchmark OVERALL PROJECT MANAGEMENT MATURITY 2.5 Organization s average level of project management maturity in the ten knowledge areas (Average of project management maturity levels from 1 to 5)» Project integration management 2.7» Scope management 2.5» Time management 2.5» Project cost management 2.5» Communications management 2.5» Project stakeholder management 2.5» Project quality management 2.4» Human resources management 2.4» Project procurement and vendor management 2.4» Risk management 2.3 Percentage of organizations at each level of maturity» Level 1 30%» Level 2 38%» Level 3 22%» Levels % Organization s average level of project management maturity in the components of the ten knowledge areas Project Integration Management Maturity» Project Charter Development 2.8» Project Execution 2.8» Monitoring and Controlling Project Work 2.8» Project Management Plan Development 2.7» Project or Phase Closure 2.6» Integrated Change Control 2.5» OVERALL 2.7

12 12 Project Management Maturity & Value Benchmark 2014 SUMMARY RESULTS Scope Management» Scope Definition 2.7» Scope Management Planning 2.6» Requirements Collection 2.6» Work Breakdown Structure 2.5» Scope Validation 2.4» Scope Change Control 2.4» OVERALL 2.5 Time Management» Time Management Planning 2.6» Schedule Development 2.6» Activity Definition 2.5» Activity Sequencing 2.5» Schedule Control 2.5» Activity Resource Estimating 2.4» Activity Duration Estimating 2.4» Schedule Integration 2.3» OVERALL 2.5 Project Cost Management» Cost Management Planning 2.5» Budget Determination 2.5» Cost Control 2.5» Cost Estimating 2.4» OVERALL 2.5 Project Quality Management» Quality Management Planning 2.4» Quality Assurance 2.4» Quality Control 2.4» OVERALL 2.4 Human Resources Management» Project Team Management 2.5» Project Team Acquisition 2.4» Human Resource Management Planning 2.3» Project Team Development 2.3» OVERALL 2.4

13 Project Management Maturity & Value Benchmark SUMMARY RESULTS Communications Management» Communications Management (Information Distribution) 2.6» Issues Tracking and Management 2.6» Communications Management Planning 2.5» Communications Control 2.4» OVERALL 2.5 Risk Management» Risk Identification 2.5» Risk Management Planning 2.4» Qualitative Risk Analysis 2.3» Risk Response Planning 2.3» Risk Documentation 2.3» Risk Control 2.2» Quantitative Risk Analysis 2.1» OVERALL 2.3 Project Procurement and Vendor Management» Procurement Requisition and Solicitation 2.5» Procurement Control and Vendor Management 2.5» Procurement Management Planning 2.4» Procurement Closure 2.3» OVERALL 2.4 Project Stakeholder Management» Stakeholder Identification 2.7» Managing Stakeholder Engagement 2.5» Stakeholder Management Planning 2.4» Controlling Stakeholder Engagement 2.4» OVERALL 2.5

14 14 Project Management Maturity & Value Benchmark 2014 SUMMARY RESULTS PMO Components Defined» Project Support PMO supports teams in managing projects.» Consulting and Mentoring PMO has internal PM consultants.» Processes and Standards PMO develops and promulgates common PM methodologies and standards.» Training PMO trains project managers, team members, and clients on PM principles, tools, and techniques.» Project Management PMO has professional project managers who are assigned to carry out projects.» Project Management Software Tools PMO is the focal point for PM software tools. Management Oversight Components Defined» Awareness and Support Management is cognizant of the importance of PM activities, has a high-level understanding of PM processes, and advocates organization-wide implementation of PM processes and standards.» Involvement Management participates and is included in PM activities, processes, and standards.) Professional Development Management Components Defined» Individual Project Management Knowledge A process is in place to improve staff members knowledge of PM.» Individual Project Management Experience and Competence The organization maintains a plan to achieve continuous improvement of the ability of individuals to attain experience and improve competency in PM.» Corporate Initiative for Project Management Development A process has been designed for ongoing improvement of the organization s ability to enhance the PM professional track and opportunities. Organization s average level of maturity in three components that influence the adoption of project management practices Project Management Office» Processes and Standards 2.9» Project Support 2.8» Project Management 2.8» Project Management Software Tools 2.7» Consulting and Mentoring 2.6» Training 2.5» OVERALL 2.7 Management Oversight» Awareness and Support 2.7» Involvement 2.6» OVERALL 2.7 Professional Development Management» Individual Project Management Knowledge 2.5» Individual Project Management Experience and Competence 2.5» Corporate Initiative for Project Management Development 2.4» OVERALL 2.4 Project Management Improvement Amount organization has improved its level of project management maturity over the past 5 years» No improvement 21%» From Level 1 to Level 2 33%» From Level 1 to Level 3 10%» From Level 2 to Level 3 17%» From Level 2 to Level 4 3%» From Level 3 to Level 4 6%» From Level 3 to Level 5 2%» From Level 4 to Level 5 5%

15 Project Management Maturity & Value Benchmark SUMMARY RESULTS Project Management Value Value seen by increasing the level of project management maturity (percentage improvement on average)» Percentage improvement in projects aligned with business objectives 37%» Percentage decrease in failed projects 29%» Percentage improvement in customer satisfaction 26%» Percentage of projects delivered under budget 23%» Percentage improvement in productivity 21%» Percentage improvement in time to market 18%» Percentage cost savings per project (percent of total project cost) 16%» Percentage of projects delivered ahead of schedule 16%» Cost savings per project (in US Dollars)* $71K Organizational Performance Extent organization realized the following results in the 12 months (average rating of score from1 to 5, where 1=to no extent, 5=to a very great extent)» Projects are aligned to the organization s business strategy 3.2» Project customers are satisfied 3.1» The organization s project stakeholders are satisfied 2.9» The organization is realizes the benefits anticipated from projects 2.9» The organization s strategies are executed according to plan 2.8» Project team members are satisfied 2.8» The organization has shown increased profitability 2.7» Projects are completed on schedule and on budget 2.7» The organization prioritizes projects effectively 2.7» Project resources are allocated optimally 2.5 AVERAGE ORGANIZATIONAL PERFORMANCE RATING 2.8 * Outliers were removed from the data set

16 16 Project Management Maturity & Value Benchmark 2014 SUMMARY RESULTS

17 Project Management Maturity & Value Benchmark CROSS TABULATION By Company Size Respondent Profile SMALL MID-SIZE LARGE <$100M $100M-$1B >$1B Percentage of respondents with the following role» Chief Project Officer, CIO, or other C-Level 16% 1% 2%» VP or Director-Level Business Management 6% 0% 2%» VP or Director-Level Project/Program Management 6% 21% 17%» Head of the PMO (Director, Manager, etc.) 22% 39% 40%» PMO Staff Member 10% 16% 11%» Project/Program Manager 32% 15% 19%» Other 9% 10% 10% Percentage of respondents in the following industries» Finance & Insurance 7% 21% 16%» Information 18% 11% 10%» Manufacturing 4% 11% 25%» Professional & Technical Services 33% 14% 5%» Pharmaceutical & Biotechnology 1% 1% 9%» Public Administration 7% 5% 5%» Healthcare & Social Services 10% 13% 11%» Education 8% 4% 3%» Energy 4% 11% 6%» Retail 1% 1% 3%» Other 7% 7% 7% Geographic region company s headquarters is located» North America 66% 69^ 74%» Europe 11% 12% 19%» Asia/Pacific 6% 6% 2%» Central/South America 11% 11% 2%» Middle East/Africa 7% 2% 4%

18 18 Project Management Maturity & Value Benchmark 2014 CROSS TABULATION: BY COMPANY SIZE SMALL MID-SIZE LARGE <$100M $100M-$1B >$1B Project Management in Organizations Service span of project management reported in this survey» Enterprise 49% 56% 36%» Business unit (LOB) 24% 21% 37%» IT 20% 20% 26%» Other 6% 2% 1% Percentage of firms with project management processes 86% 92% 95% Percentage of firms without project management processes that plan to implement them within the next year 85% 71% 67% Length of time project management process has been in place» More than 5 years 35% 34% 53%» 2 to 5 years 30% 42% 26%» 6 months to 2 years 31% 21% 17%» Less than 6 months 4% 4% 4% Project Management Maturity OVERALL PROJECT MANAGEMENT MATURITY Organization s average level of project management maturity in the ten knowledge areas (Average of project management maturity levels from 1 to 5)» Project integration management » Scope management » Time management » Project cost management » Project quality management » Human resources management » Communications management » Risk management » Project procurement and vendor management » Project stakeholder management

19 Project Management Maturity & Value Benchmark CROSS TABULATION: BY COMPANY SIZE Percentage of organizations at each level of maturity SMALL MID-SIZE LARGE <$100M $100M-$1B >$1B» Level 1 30% 34% 24%» Level 2 36% 38% 39%» Level 3 22% 22% 22%» Levels % 7% 15% Organization s average level of project management maturity in the components of the ten knowledge areas Project Integration Management Maturity» Project Charter Development » Project Management Plan Development » Project Execution » Monitoring and Controlling Project Work » Integrated Change Control » Project or Phase Closure » OVERALL Scope Management» Scope Management Planning » Requirements Collection » Scope Definition 2.7` » Work Breakdown Structure » Scope Validation » Scope Change Control » OVERALL Time Management» Time Management Planning » Activity Definition » Activity Sequencing » Activity Resource Estimating » Activity Duration Estimating » Schedule Development » Schedule Control » Schedule Integration » OVERALL

20 20 Project Management Maturity & Value Benchmark 2014 CROSS TABULATION: BY COMPANY SIZE Project Cost Management» Cost Management Planning » Cost Estimating » Budget Determination » Cost Control » OVERALL Project Quality Management» Quality Management Planning » Quality Assurance » Quality Control » OVERALL Human Resources Management» Human Resource Management Planning » Project Team Acquisition » Project Team Development » Project Team Management » OVERALL Communications Management» Communications Management Planning » Communications Management (Information Distribution) » Communications Control » Issues Tracking and Management » OVERALL Risk Management SMALL MID-SIZE LARGE <$100M $100M-$1B >$1B» Risk Management Planning » Risk Identification » Qualitative Risk Analysis » Quantitative Risk Analysis » Risk Response Planning » Risk Control » Risk Documentation » OVERALL

21 Project Management Maturity & Value Benchmark CROSS TABULATION: BY COMPANY SIZE Project Procurement and Vendor Management» Procurement Management Planning » Procurement Requisition and Solicitation » Procurement Control and Vendor Management » Procurement Closure » OVERALL Project Stakeholder Management SMALL MID-SIZE LARGE <$100M $100M-$1B >$1B» Stakeholder Identification » Stakeholder Management Planning » Managing Stakeholder Engagement » Controlling Stakeholder Engagement » OVERALL Organization s average level of maturity in three components that influence the adoption of project management practices Project Management Office» Project Support » Consulting and Mentoring » Processes and Standards » Training » Project Management » Project Management Software Tools » OVERALL Management Oversight» Awareness and Support » Involvement » OVERALL Professional Development Management» Individual Project Management Knowledge » Individual Project Management Experience and Competence » Corporate Initiative for Project Management Development » OVERALL

22 22 Project Management Maturity & Value Benchmark 2014 CROSS TABULATION: BY COMPANY SIZE Project Management Improvement Amount organization has improved its level of project management maturity over the past 5 years» No improvement 25% 21% 18%» From Level 1 to Level 2 32% 37% 31%» From Level 1 to Level 3 10% 15% 7%» From Level 2 to Level 3 15% 16% 19%» From Level 2 to Level 4 6% 2% 3%» From Level 3 to Level 4 2% 9% 7%» From Level 3 to Level 5 6% 0% 1%» From Level 4 to Level 5 4% 0% 8% Project Management Value Value seen by increasing the level of project management maturity (percentage improvement on average)» Percentage decrease in failed projects 32% 38% 29%» Percentage cost savings per project (percent of total project cost) 19% 15% 14%» Percentage of projects delivered under budget 28% 23% 17%» Percentage of projects delivered ahead of schedule 21% 18% 11%» Percentage improvement in productivity 23% 22% 21%» Percentage improvement in time to market 24% 22% 11%» Percentage improvement in customer satisfaction 27% 30% 23%» Percentage improvement in projects aligned with business objectives 43% 37% 32%» Cost savings per project (in US Dollars, median) $67K $134K $42K Organizational Performance Extent organization realized the following results in the 12 months (average rating from 1 to 5, where 1=to no extent, 5=to a very great extent)» The organization s strategies are executed according to plan » The organization s project stakeholders are satisfied » The organization has shown increased profitability » Projects are completed on schedule and on budget » Project customers are satisfied » Project team members are satisfied » Project resources are allocated optimally » Projects are aligned to the organization s business strategy » The organization prioritizes projects effectively » The organization is realizes the benefits anticipated from projects AVERAGE ORGANIZATIONAL PERFORMANCE RATING SMALL MID-SIZE LARGE <$100M $100M-$1B >$1B

23 Project Management Maturity & Value Benchmark CROSS TABULATION By Industry Respondent Profile FINANCE INFORMATION MANUFACTURING PROF. SERVICES HEALTHCARE Percentage of respondents with the following role» Chief Project Officer, CIO, or other C-Level 2% 11% 0% 19% 6%» VP or Director-Level Business Management 0% 0% 5% 9% 0%» VP or Director-Level Project/Program Management 28% 6% 7% 15% 15%» Head of the PMO (Director, Manager, etc.) 40% 39% 29% 26% 39%» PMO Staff Member 12% 14% 12% 11% 12%» Project/Program Manager 16% 19% 36% 13% 27%» Other 2% 11% 12% 9% 0% Percentage of respondents whose organizations have the following annual sales (US$)» Less than $100 million 14% 44% 10% 63% 28%» $100 million to $1 billion 43% 24% 22% 25% 34%» Greater than $1 billion 43% 31% 68% 13% 38% Geographic region company s headquarters is located» North America 72% 65% 62% 69% 94%» Europe 9% 19% 31% 13% 3%» Asia/Pacific 2% 3% 5% 4% 3%» Central/South America 9% 8% 2% 10% 0%» Middle East/Africa 7% 4% 0% 4% 0% Project Management in Organizations Service span of project management reported in this survey» Enterprise 63% 65% 17% 60% 56%» Business unit (LOB) 23% 8% 57% 21% 9%» IT 12% 24% 24% 13% 31%» Other 2% 3% 2% 6% 3% Percentage of firms with project management processes 93% 92% 93% 92% 94% Percentage of firms without project management processes that plan to implement them within the next year 100% 100% 67% 75% 100%

24 24 Project Management Maturity & Value Benchmark 2014 CROSS TABULATION: BY INDUSTRY FINANCE INFO. MFG. PRO. SVCS HEALTH Length of time project management process has been in place» More than 5 years 40% 50% 49% 32% 48%» 2 to 5 years 33% 27% 31% 39% 23%» 6 months to 2 years 20% 24% 15% 27% 26%» Less than 6 months 8% 0% 5% 2% 3% Project Management Maturity OVERALL PROJECT MANAGEMENT MATURITY Organization s average level of project management maturity in the ten knowledge areas (Average of project management maturity levels from 1 to 5)» Project integration management » Scope management » Time management » Project cost management » Project quality management » Human resources management » Communications management » Risk management » Project procurement and vendor management » Project stakeholder management Percentage of organizations at each level of maturity» Level 1 23% 14% 27% 21% 48%» Level 2 45% 35% 46% 33% 31%» Level 3 30% 17% 18% 26% 21%» Levels 4-5 3% 35% 9% 21% 7%

25 Project Management Maturity & Value Benchmark CROSS TABULATION: BY INDUSTRY FINANCE INFO. MFG. PRO. SVCS HEALTH Organization s average level of project management maturity in the components of the ten knowledge areas Project Integration Management Maturity» Project Charter Development » Project Management Plan Development » Project Execution » Monitoring and Controlling Project Work » Integrated Change Control » Project or Phase Closure » OVERALL Scope Management» Scope Management Planning » Requirements Collection » Scope Definition » Work Breakdown Structure » Scope Validation » Scope Change Control » OVERALL Time Management» Time Management Planning » Activity Definition » Activity Sequencing » Activity Resource Estimating » Activity Duration Estimating » Schedule Development » Schedule Control » Schedule Integration » OVERALL Project Cost Management» Cost Management Planning » Cost Estimating » Budget Determination » Cost Control » OVERALL

26 26 Project Management Maturity & Value Benchmark 2014 CROSS TABULATION: BY INDUSTRY FINANCE INFO. MFG. PRO. SVCS HEALTH Project Quality Management» Quality Management Planning » Quality Assurance » Quality Control » OVERALL Human Resources Management» Human Resource Management Planning » Project Team Acquisition » Project Team Development » Project Team Management » OVERALL Communications Management» Communications Management Planning » Communications Management (Information Distribution) » Communications Control » Issues Tracking and Management » OVERALL Risk Management» Risk Management Planning » Risk Identification » Qualitative Risk Analysis » Quantitative Risk Analysis » Risk Response Planning » Risk Control » Risk Documentation » OVERALL Project Procurement and Vendor Management» Procurement Management Planning » Procurement Requisition and Solicitation » Procurement Control and Vendor Management » Procurement Closure » OVERALL

27 Project Management Maturity & Value Benchmark CROSS TABULATION: BY INDUSTRY FINANCE INFO. MFG. PRO. SVCS HEALTH Project Stakeholder Management» Stakeholder Identification » Stakeholder Management Planning » Managing Stakeholder Engagement » Controlling Stakeholder Engagement » OVERALL Organization s average level of maturity in three components that influence the adoption of project management practices Project Management Office» Project Support » Consulting and Mentoring » Processes and Standards » Training » Project Management » Project Management Software Tools » OVERALL Management Oversight» Awareness and Support » Involvement » OVERALL Professional Development Management» Individual Project Management Knowledge » Individual Project Management Experience and Competence » Corporate Initiative for Project Management Development » OVERALL

28 28 Project Management Maturity & Value Benchmark 2014 CROSS TABULATION: BY INDUSTRY FINANCE INFO. MFG. PRO. SVCS HEALTH Project Management Improvement Amount organization has improved its level of project management maturity over the past 5 years» No improvement 14% 9% 37% 18% 27%» From Level 1 to Level 2 34% 25% 17% 37% 48%» From Level 1 to Level 3 9% 9% 9% 8% 10%» From Level 2 to Level 3 23% 16% 26% 16% 10%» From Level 2 to Level 4 6% 9% 0% 0% 0%» From Level 3 to Level 4 6% 9% 3% 3% 3%» From Level 3 to Level 5 3% 0% 3% 8% 0%» From Level 4 to Level 5 3% 16% 3% 5% 3% Project Management Value Value seen by increasing the level of project management maturity (percentage improvement on average)» Percentage decrease in failed projects 31% 32% 32% 26% 22%» Percentage cost savings per project (percent of total project cost) 23% 14% 12% 17% 6%» Percentage of projects delivered under budget 21% 14% 9% 38% 8%» Percentage of projects delivered ahead of schedule 21% 14% 9% 21% 4%» Percentage improvement in productivity 25% 18% 21% 24% 17%» Percentage improvement in time to market 16% 14% 21% 27% 0%» Percentage improvement in customer satisfaction 38% 17% 21% 36% 29%» Percentage improvement in projects aligned with business objectives 47% 30% 36% 41% 23%» Cost savings per project (in US Dollars, median) $40K $48K $19K $123K n/a Organizational Performance Extent organization realized the following results in the 12 months (average rating from1 to 5, where 1=to no extent, 5=to a very great extent)» The organization s strategies are executed according to plan » The organization s project stakeholders are satisfied » The organization has shown increased profitability » Projects are completed on schedule and on budget » Project customers are satisfied » Project team members are satisfied » Project resources are allocated optimally » Projects are aligned to the organization s business strategy » The organization prioritizes projects effectively » The organization is realizes the benefits anticipated from projects AVERAGE ORGANIZATIONAL PERFORMANCE RATING

29 Project Management Maturity & Value Benchmark CROSS TABULATION By PM Established vs. No PM Established Respondent Profile PROJECT MANAGEMENT ESTABLISHED NO PROJECT MANAGEMENT ESTABLISHED Percentage of respondents with the following role» Chief Project Officer, CIO, or other C-Level 6% 8%» VP or Director-Level Business Management 3% 0%» VP or Director-Level Project/Program Management 15% 12%» Head of the PMO (Director, Manager, etc.) 36% 15%» PMO Staff Member 12% 12%» Project/Program Manager 21% 31%» Other 8% 23% Percentage of respondents whose organizations have the following annual sales (US$)» Less than $100 million 30% 50%» $100 million to $1 billion 30% 37%» Greater than $1 billion 40% 23% Percentage of respondents in the following industries» Finance & Insurance 15% 12%» Information 13% 12%» Manufacturing 15% 12%» Professional & Technical Services 17% 15%» Pharmaceutical & Biotechnology 5% 4%» Public Administration 6% 4%» Healthcare & Social Services 12% 8%» Education 4% 12%» Energy 6% 15%» Retail 2% 4%» Other 7% 4% Geographic region company s headquarters is located» North America 70% 65%» Europe 15% 8%» Asia/Pacific 4% 8%» Central/South America 8% 4%» Middle East/Africa 3% 15%

30 30 Project Management Maturity & Value Benchmark 2014 CROSS TABULATION: BY PM ESTABLISHED VS. NO PM ESTABLISHED Project Management in Organizations PROJECT MANAGEMENT ESTABLISHED NO PROJECT MANAGEMENT ESTABLISHED Service span of project management reported in this survey» Enterprise 47% 35%» Business unit (LOB) 28% 39%» IT 23% 19%» Other 2% 8% Organizational Performance Extent organization realized the following results in the 12 months (average rating from 1 to 5, where 1=to no extent, 5=to a very great extent)» The organization s strategies are executed according to plan » The organization s project stakeholders are satisfied » The organization has shown increased profitability » Projects are completed on schedule and on budget » Project customers are satisfied » Project team members are satisfied » Project resources are allocated optimally » Projects are aligned to the organization s business strategy » The organization prioritizes projects effectively » The organization is realizes the benefits anticipated from projects AVERAGE ORGANIZATIONAL PERFORMANCE RATING

31 Project Management Maturity & Value Benchmark CROSS TABULATION By Service Span Respondent Profile ENTERPRISE LINE OF IT BUSINESS DIVISION Percentage of respondents with the following role» Chief Project Officer, CIO, or other C-Level 11% 1% 3%» VP or Director-Level Business Management 2% 2% 3%» VP or Director-Level Project/Program Management 16% 15% 12%» Head of the PMO (Director, Manager, etc.) 36% 29% 36%» PMO Staff Member 13% 13% 9%» Project/Program Manager 14% 29% 28%» Other 9% 11% 9% Percentage of respondents whose organizations have the following annual sales (US$)» Less than $100 million 34% 27% 33%» $100 million to $1 billion 37% 22% 26%» Greater than $1 billion 29% 52% 41% Percentage of respondents in the following industries» Finance & Insurance 21% 12% 8%» Information 18% 4% 13%» Manufacturing 5% 29% 15%» Professional & Technical Services 22% 12% 12%» Pharmaceutical & Biotechnology 1% 10% 5%» Public Administration 4% 8% 5%» Healthcare & Social Services 14% 4% 16%» Education 2% 5% 8%» Energy 5% 11% 7%» Retail 1% 2% 4%» Other 8% 5% 8% Geographic region company s headquarters is located» North America 71% 67% 71%» Europe 14% 19% 9%» Asia/Pacific 3% 6% 4%» Central/South America 8% 4% 9%» Middle East/Africa 3% 5% 7%

32 32 Project Management Maturity & Value Benchmark 2014 CROSS TABULATION: BY SERVICE SPAN ENTERPRISE LINE OF IT BUSINESS DIVISION Project Management in Organizations Percentage of firms with project management processes 93% 88% 91% Percentage of firms without project management processes that plan to implement them within the next year 78% 60% 100% Length of time project management process has been in place» More than 5 years 44% 41% 41%» 2 to 5 years 32% 34% 28%» 6 months to 2 years 20% 23% 25%» Less than 6 months 3% 3% 7% Project Management Maturity OVERALL PROJECT MANAGEMENT MATURITY Organization s average level of project management maturity in the ten knowledge areas (Average of project management maturity levels from 1 to 5)» Project integration management » Scope management » Time management » Project cost management » Project quality management » Human resources management » Communications management » Risk management » Project procurement and vendor management » Project stakeholder management Organization s average level of project management maturity in the components of the ten knowledge areas Project Integration Management Maturity» Project Charter Development » Project Management Plan Development » Project Execution » Monitoring and Controlling Project Work » Integrated Change Control » Project or Phase Closure » OVERALL

33 Project Management Maturity & Value Benchmark CROSS TABULATION: BY SERVICE SPAN Scope Management» Scope Management Planning » Requirements Collection » Scope Definition » Work Breakdown Structure » Scope Validation » Scope Change Control » OVERALL Time Management» Time Management Planning » Activity Definition » Activity Sequencing » Activity Resource Estimating » Activity Duration Estimating » Schedule Development » Schedule Control » Schedule Integration » OVERALL Project Cost Management» Cost Management Planning » Cost Estimating » Budget Determination » Cost Control » OVERALL Project Quality Management ENTERPRISE LINE OF IT BUSINESS DIVISION» Quality Management Planning » Quality Assurance » Quality Control » OVERALL

34 34 Project Management Maturity & Value Benchmark 2014 CROSS TABULATION: BY SERVICE SPAN Human Resources Management» Human Resource Management Planning » Project Team Acquisition » Project Team Development » Project Team Management » OVERALL Communications Management» Communications Management Planning » Communications Management (Information Distribution) » Communications Control » Issues Tracking and Management » OVERALL Risk Management» Risk Management Planning » Risk Identification » Qualitative Risk Analysis » Quantitative Risk Analysis » Risk Response Planning » Risk Control » Risk Documentation » OVERALL Project Procurement and Vendor Management» Procurement Management Planning » Procurement Requisition and Solicitation » Procurement Control and Vendor Management » Procurement Closure » OVERALL Project Stakeholder Management ENTERPRISE LINE OF IT BUSINESS DIVISION» Stakeholder Identification » Stakeholder Management Planning » Managing Stakeholder Engagement » Controlling Stakeholder Engagement » OVERALL

35 Project Management Maturity & Value Benchmark CROSS TABULATION: BY SERVICE SPAN Organization s average level of maturity in three components that influence the adoption of project management practices Project Management Office» Project Support » Consulting and Mentoring » Processes and Standards » Training » Project Management » Project Management Software Tools » OVERALL Management Oversight» Awareness and Support » Involvement » OVERALL Professional Development Management ENTERPRISE LINE OF IT BUSINESS DIVISION» Individual Project Management Knowledge » Individual Project Management Experience and Competence » Corporate Initiative for Project Management Development » OVERALL Project Management Improvement Amount organization has improved its level of project management maturity over the past 5 years» No improvement 19% 27% 18%» From Level 1 to Level 2 32% 32% 37%» From Level 1 to Level 3 10% 11% 10%» From Level 2 to Level 3 17% 14% 21%» From Level 2 to Level 4 5% 3% 2%» From Level 3 to Level 4 9% 3% 3%» From Level 3 to Level 5 3% 3% 0%» From Level 4 to Level 5 4% 3% 8%

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