More than half of all respondents reported that they reviewed their portfolio on a Key Finding: Leveraging monthly basis. 20% reported more frequent reviews. Only 4% reported reviewing efficient and effective their portfolio less than quarterly. Respondents with monthly review cycles reported communication methodologies significantly higher rates of performance on scope, quality and business benefits. positively affected projects’ Satisfaction with budget and schedule performance did not vary as much with changes in review frequency. Quarterly portfolio reviews and reviews less frequent quality, scope, and business than quarterly are associated with a decline in the benefits of PfM. The risk of reduced benefits performance levels; performance increased in all five performance indicators for organisations with a low however, lower performance review frequency. levels were noted in meeting schedule and budget objectives. Figure 16: Distribution of portfolio management responsibility. We looked at survey questions related to the use of communication in a project to understand its effect on organisational success through the five key performance areas of budget, scope, quality, business benefits, and schedule. In the review of three uses of communication management methodologies, (transparency in projects, status reporting at all project levels, and visibility of governance and leadership to the project team and stakeholders), a majority of respondents agreed communication management is in use in their organisation. Sixty-two percent (62%) of respondents agreed there was transparency and clear communication around key decisions and actions; 66% of respondents agreed that status reporting at all levels is effective and includes relevant, timely, verified and reliable information in the appropriate format, and 59% of respondents agreed that governance and leadership are clearly visible to the project and stakeholders. 22 Insights and trends: Current Portfolio, Programme and Project Management Practices
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