PROJECT MANAGEMENT MATURITY. Archibald & Prado Research. Report 2014: General Report. Part C: Governance Aspects

Transcription

1 PROJECT MANAGEMENT MATURITY Archibald & Prado Research Report 2014: General Report Part C: Governance Aspects February/2015 Organized by: Darci Prado, Warlei Oliveira and Lara Romano Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 1

2 This Report We are presenting the Part C of General Report. Each report contains three parts: A. Indicators B. Participants profile C. Governance Aspects This report analyzes the organizational aspects of governance: Project Manager PMO Committee We can see in the following slides that organizational aspects of governance have good acceptance among these organizations, but notes the significant percentage of non-use governance functions. Progress will certainly be welcome at those organizations who should have governance functions, but not use them yet. Highlighting the absence of PMO and Committee. Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 2

3 Contents 1. Introduction 2. Overview 3. PMO 4. Team who developed this work 5. Thanks Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 3

4 Part 1 Introduction Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 4

5 Perception of PM Value Aggregation There is a direct relation between maturity levels and the perception of Project Management to add value to the organization. Samples size: Level 1: 72 / Level 2: 164 / Level 3: 114 / Level 4: 57 / Level 5: 8 Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 5

6 Part 2 Geral Comparison In this part of the report, a quick comparison is made between the main three elements of organizational structure, that affect directly projects success: Project Manager PMO Committee Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 6

7 Occurrence of Governance Functions by Usage Time The 415 organizations that take part of the research have different experiences with the use of governance functions. Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 7

8 Occurrence of Governance Functions The Project Manager function is the most used. Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 8

9 Usage Time of Governance Functions The Project Manager function is the most used: 60.7% of organizations have this function for more than 2 years. The PMO function is still unknown by 29.4% of the organizations. The Committee function is not used by 39.3% of the organizations. Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 9

10 Maturity by Usage Time There is a direct relation between maturity and usage time. Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 10

11 Part 3 PMO In this part of the report, the PMO function is better detailed. Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 11

12 PMO Value Aggregation Perception The data obtained show that PMO value aggregation perception grows as the maturity grows. Samples size: Level 1: 72 / Level 2: 164 / Level 3: 114 / Level 4: 57 / Level 5: 8 Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 12

13 Participants profile: Professionals number at PMO Organizations that have higher number of professionals at PMO, have higher maturity. Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 13

14 Participants profile: Professionals number at PMO On average, there are 5.64 professionals at PMO among the organizations that have PMO. The amount of non-usage of PMO organizations is significant (29%). Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 14

15 PMO Productivity On average, a PMO professional is responsible for 3.4 projects. Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 15

16 Participants profile: Who does not have PMO? 82% of non-usage of PMO organizations are at levels 1 and 2. Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 16

17 Who do not use Governance Functions? Comments about this part of the report: Analyzed by: Organization Type Projects Categories Business Areas Brazilian States The following graphs are also presented at details report. This report makes a general comparison. The leader must have attention to the fact does not have a function specific may be related to: Business Area Maturity Business Area Peculiarities (some classes does not require determined governance functions, because of the way that professionals are grouped; Example: engineering) Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 17

18 Who do not use Governance Functions? A Analyzed by Organization Type Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 18

19 Participants Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 19

20 Non-usage of Project Manager Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 20

21 Non-usage of PMO Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 21

22 Non-usage of Committee Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 22

23 Who do not use Governance Functions? B - Analyzed by Projects Categories Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 23

24 Participants The above table contains only classes with over 20 participants. Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 24

25 Non-usage of Project Manager Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 25

26 Non-usage of PMO Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 26

27 Non-usage of Committee Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 27

28 Who do not use Governance Functions? C - Analyzed by Business Areas Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 28

29 Participants The above table contains only classes with over 20 participants. Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 29

30 Non-usage of Project Manager Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 30

31 Non-usage of PMO Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 31

32 Non-usage of Committee Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 32

33 Who do not use Governance Functions? D Analyzed by Brazilian States Comments about this part of the report: The leader must have attention to the fact does not have a function specific may be related to several factors, as said in the introduction. So, comparisons between different states may result to incorrect conclusions if these factors are not considered. Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 33

34 Participants The above table contains only classes with over 20 participants. Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 34

35 Non-usage of Project Manager Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 35

36 Non-usage of PMO Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 36

37 Non-usage of Committee Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 37

38 Part 4 Team who developed this work Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 38

39 2014 Team: Leadership Russel D. Archibald MSC, PhD PMP, IPMA One of the PMI-USA founders Global consultant Listed in Who is Who Darci Prado PhD Qualis member of IPMA-Br One of the PMI-MG, PMI-PR and Club IPMA-BH founders Associate Consultant at FALCONI Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 39

40 Authors Darci Prado is an Associate Consultant at FALCONI Consultores de Resultado. Bachelor degree in Chemical Engineering from UFMG, postgraduate degree in Economic Engineering from FDC and PhD from UNICAMP. He participated in the establishment of the PMI chapter in Minas Gerais and Paraná, and was a board member of PMI-MG between He was the president of Clube IPMA-BH between 2006 and Author of 10 project management books. Warlei Agnelo de Oliveira was Secretary of Transportation and Public Works advisor, and is currently the Project Manager of Belo Horizonte Metro structuring project. Bachelor degree in Civil Engineering, holds a MBA degree in Project Management from FGV and a M.Sc. degree in Business Administration. He is Orange Belt / ILL certified and is currently professor of Civil Engineering and Enviromental Technology courses at Centro Universitário UNA. Lara Mendonça Romano is a Consultant at FALCONI Consultores de Resultado. Bachelor degree in Food Engineering from UFLA, postgraduate degree in Project Management, holds a MBA degree in Business Management from IETEC. She is PMP certified and takes part of many projects at public sector and private organizations from different areas at FALCONI Consultores de Resultado. Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 40

41 2014 Team COMMITTEE Russell Archibald, Darci Prado, Bruno Machado, Carlos E. Andrade, Fernando Ladeira, Ilso José de Oliveira, José Ricardo Miglioli, Manuel Carvalho da Silva Neto, Marcus Vinicius Marques and Warlei Oliveira GENERAL COORDINATOR Darci Prado WEBSITE DEVELOPMENT AND TRANSLATIONS Website development: Warlei Oliveira and Carlos E. Andrade Portuguese Language: Darci Prado English Language: Daniel von Sperling, José Carlos Tinoco, Rafael Negrini and Lara Romano Italian Language: Lucas Pinheiro, José Miglioli and Italian team Spanish Language: Jose Luiz Oliva Posada, Maria Eugenia, Dulce Morales, Gerardo Mendoza, Lucas Pinheiro Neto and Igor Nehmy Malta DATABASES Carlos E. Andrade DATA ANALYSIS Bruno Machado COMPLETE REPORT Partnership with several organizations and opinion formers Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 41

42 Part 5 Thanks Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 42

43 Thanks Support: ipmabr >> Promotion: Organizations and Associations: CBIC: All affiliates (SINDUSCON, SICEPOT, SECOVI, etc.) PMI: All chapters IPMA-Br CREA: MG and SP FIEMG Educational institutions: FGV, FUNDAÇÃO DOM CABRAL, IETEC, IBMEC, CPLAN, VANZOLINI, DINSMORE Special Thanks: Paulo Safady Simão (CBIC), Mauro Sotille (PMI) e Sérgio Marangoni (PMI). Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 43

44 THE END Project Management Maturity Research 2014 Copyright - Russell D. Archibald and Darci S. Prado 44