Portfolio and Programme Management 2014 Global Survey

Our 2014 Portfolio and Programme Management Global Survey received input from a record 3,025 people from 110 countries, providing a truly global view.

Within this total number is representation from Sectors as follows:

This report addresses how organisations can increase the times they can say 'Yes' to the question:

Do people who commission change get what they want?

It is time to take a different approach to delivering effective programmes that help organisations cope with the rapidly changing world.

What we hear from you

There is clearly a case for ‘Doing things Differently’ that underpin our findings. The results of the 4th Global PPM Survey open up new insights that can help organisations deliver better results from their change programmes as well as repeat some consistent messages from previous surveys. That case revolves around the fact that our PwC Global PPM survey tells us that:

  1. Keeping up with the rapid pace of change is one of a CEO’s most demanding challenges;
  2. That some familiar issues have not changed in over 10 years; and
  3. That there is often a disconnect between the executive team and programme managers.

Five themes for doing things differently

Five themes emerge from the Global PPM Survey that could make a real difference to the success of programmes in terms of 'doing things differently':

1. Optimise your portfolio to maximise return

If you are not making decisions using objective criteria and quality data, then how are you doing it? Using a clear methodology removes 'gaming' from the prioritisation process and selection of change programmes. It also drives better sponsorship as there's no ambiguity that the programmes are strategically important.

2. Be flexible, change faster

As new business and programme challenges arise how can PMs help their organisations adapt quickly enough? Be more flexible in approach - be brave, and well informed.

3. Enable your people to deliver success

Structure, process and planning help, but it is people that deliver programmes - why don't they do it really well, more often? Enable your people to deliver for you by providing the right environment, training and tools.

4. Connect the Executive Team to programme delivery teams to get the change you want

Why aren't the Executive Teams more closely aligned with those delivering programmes? Results will improve if there is a closer understanding and working arrangement.

5. Measure and address the harsh facts to maintain direction

If you aren't spotting the tricky problems as they arise how can you manage them? Programmes must measure progress, identify risks and tackle the difficult issues, changing course where necessary.

Our Winners

Thank you all for your support and contribution to make this work informative for us all. A special mention to the winners in our iPad contest, congratulations to:

  • Ms. Y Lin, Chidopi Co. Taiwan
  • Mr. T Abwao, Lafarge, Zambia
  • Mr. P Cheung, Axa, Hong Kong
  • Anonymous, PMI member, Japan