Published here January, 2005.

A New Report | Study Framework | Observations and Key Findings
 Interesting, Unexpected Findings | Conclusion

Some Interesting and Perhaps Unexpected Findings

  1. Improvement towards a higher level requires everyone, who is directly or indirectly involved in project activities, to change not only the way they work but also their mentality. That is to say a collective transformation of culture.
  2. "Project failure" is still viewed mainly in terms of bad estimates, missed deadlines and the impacts of scope changes instead of to what extent the product of the project delivered benefit to the organization notwithstanding internal project performance.
  3. The highest performing companies were those having a "projectized" or "strong matrix" structure because in these circumstances the project manager has significantly more influence. On the other hand, for companies with only a small number of projects, these organizational structures may be overkill.
  4. In the public sector, the most widely used structure is the "weak matrix" with accompanying lower maturity level and weaker project performance.
  5. Only 8% of those surveyed had a standard staff development program, with 62% reporting rarely or never! This is quite remarkable considering that project management is all about teamwork and people.
  6. Only around 13% of the companies surveyed incorporate "change management" (as defined by PwC, see Key findings #9 above). The reader may be forgiven for expecting that this should be a basic and essential part of all sound project management!
  7. A level of outsourcing higher than 25% may not lead to higher project performance.
  8. 21% of the companies do not use any software; the lowest group being the public sector while not unexpectedly the highest is the TICE group.
Observations and Key Findings  Observations and Key Findings

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