• 70% of respondents agreed that • Established PMOs result in projects • Earned Value Management (EVM) is suitable project organisational with higher quality and business more heavily relied upon and useful structures exist on their projects, benefits. Respondent feedback in the United States (U.S.), but has which clearly outlines the project team indicates a positive relationship yet to gain popularity or use due to a and reporting relationships. For those between the length of time a PMO lack of EVM expertise and experience who disagreed to the same question, has been established and successful in the remainder of the world. Most survey data reveals an undeniable project performance. In comparison to organisations that utilize EVM, positive correlation between organisations which said they do not contribute its use towards project organisations that do not have a use a PMO, or have had a PMO in place success (62%); as a useful tool to suitable organisation structure in for less than six years, organisations predict project success (73%); and place and those without appropriately who establish a PMO for six years or enabling leaders to use EVM metrics to defined and documented roles and longer reported higher performance assess project status (51%). responsibilities within the governance in delivering high quality (74%) and We hope that this report provides you, the structure. Since organisational achieving the intended business global PM community, with a thorough structure provides the foundation benefits (62%). view of PM trends, including: successful for roles and positions, hierarchical • Engaged, experienced, key staff leads practices, tools, certifications, and levels and spans of responsibility, it is to project success. Approximately training. Additionally, we encourage you not surprising to see such a positive 80%, of respondents agreed that to share this report with your colleagues correlation between these elements. project managers, business unit to help identify best practices across Poor organisational design and managers, quality managers, and your organisation and to promote PM structure can result in unnecessary budget managers have the relevant and its positive influence on business role and responsibility ambiguity and and suitable experience to lead a performance. confusion, a lack of accountability, and project to successful completion. less coordination among functions. • Training and staff development in the • There is evidence of alignments field of PM has grown drastically, in between project scope, project a variety of forums. Approximately portfolio, and organisational business 76% of survey respondents indicated strategy. Approximately 80% of PM training and development respondents agreed that there was opportunities were available, up 32% a strong correlation between their from 2007. Our survey noted 67% organisation’s strategy and the project of participants believe PM training portfolio. Approximately 70% of contributes to business performance. respondents also indicated there was Survey data also showed that a no conflict between project scope and majority of projects performed higher overall business strategy, which may in three of the five key performance prove to impact the performance and indicators - scope, quality, and achievement of project goals. With business benefits. increased alignment of projects with • The use of commercially available business strategy, organisations can PfM software drives higher levels of expect greater project portfolio impact portfolio performance and greater on business success. satisfaction with an organisation’s PM • Quality Management Systems may be practices. The majority of the increase a worthwhile investment for vendors. in performance and satisfaction is Respondents who strongly agreed that obtained by deploying specialized their organisation requires all vendors PfM software. Customization of to have Quality Management Systems Commercial off-the Shelf (COTS) had more projects (90% or greater), packages actually led to slightly lower meet their organisations quality levels of performance and satisfaction. standards versus those organisations • The Scrum process is the predominant that do not have this requirement in Agile PM methodology in use, with place. approximately 43% of respondents leveraging this methodology. At a distant second was the Lean and Test-Driven Development (TDD) methodology (11%). Insights and trends: Current Portfolio, Programme and Project Management Practices 5