PPM Practice Survey

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* 1. Your name: (optional)

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* 2. Your email address: (optional - include to receive a copy of the survey)

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* 3. Your organisation: (optional)

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* 4. Please select the option that corresponds best to your current role.

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* 5. Project Portfolio Management (PPM) is defined for the purposes of this survey as a set of processes, methods and technology systems used to collectively manage a group of current and proposed projects. Please rate the following aspects of PPM according how important you believe them to be to the success of your organisation.

	Not important	Important for some areas	Important for most areas	Essential
Forecasting and balancing resource capacity and demand	Forecasting and balancing resource capacity and demand Not important	Forecasting and balancing resource capacity and demand Important for some areas	Forecasting and balancing resource capacity and demand Important for most areas	Forecasting and balancing resource capacity and demand Essential
Overall project governance to avoid surprises	Overall project governance to avoid surprises Not important	Overall project governance to avoid surprises Important for some areas	Overall project governance to avoid surprises Important for most areas	Overall project governance to avoid surprises Essential
Continuous improvement to become more effective and efficient	Continuous improvement to become more effective and efficient Not important	Continuous improvement to become more effective and efficient Important for some areas	Continuous improvement to become more effective and efficient Important for most areas	Continuous improvement to become more effective and efficient Essential

Other (please specify)

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* 6. Using the same definition of Project Portfolio Management (PPM) , how well do you think your organisation performs in the following aspects of PPM?

	We don't do this at all	We do this well in some areas	We do this well in most areas	We set the benchmark for professional practice
Forecasting and balancing resource capacity and demand	Forecasting and balancing resource capacity and demand We don't do this at all	Forecasting and balancing resource capacity and demand We do this well in some areas	Forecasting and balancing resource capacity and demand We do this well in most areas	Forecasting and balancing resource capacity and demand We set the benchmark for professional practice
Overall project governance to avoid surprises	Overall project governance to avoid surprises We don't do this at all	Overall project governance to avoid surprises We do this well in some areas	Overall project governance to avoid surprises We do this well in most areas	Overall project governance to avoid surprises We set the benchmark for professional practice
Continuous improvement to become more effective and efficient	Continuous improvement to become more effective and efficient We don't do this at all	Continuous improvement to become more effective and efficient We do this well in some areas	Continuous improvement to become more effective and efficient We do this well in most areas	Continuous improvement to become more effective and efficient We set the benchmark for professional practice

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* 7. Tell us about your organisational response to forecasting and balancing resource capacity and demand? A resource in this question means a specific skill, material or equipment requirement.

	We don't do this at all	We do this well in some areas	We do this well in most areas	We set the benchmark for professional practice
Resource demand is consolidated across the enterprise within a scheduling system	Resource demand is consolidated across the enterprise within a scheduling system We don't do this at all	Resource demand is consolidated across the enterprise within a scheduling system We do this well in some areas	Resource demand is consolidated across the enterprise within a scheduling system We do this well in most areas	Resource demand is consolidated across the enterprise within a scheduling system We set the benchmark for professional practice
Resource demand for live and potential projects is contained within a scheduling system	Resource demand for live and potential projects is contained within a scheduling system We don't do this at all	Resource demand for live and potential projects is contained within a scheduling system We do this well in some areas	Resource demand for live and potential projects is contained within a scheduling system We do this well in most areas	Resource demand for live and potential projects is contained within a scheduling system We set the benchmark for professional practice
Resource availability is consolidated into a single enterprise wide system	Resource availability is consolidated into a single enterprise wide system We don't do this at all	Resource availability is consolidated into a single enterprise wide system We do this well in some areas	Resource availability is consolidated into a single enterprise wide system We do this well in most areas	Resource availability is consolidated into a single enterprise wide system We set the benchmark for professional practice
Resource forecasts are continually updated throughout project lifecycle	Resource forecasts are continually updated throughout project lifecycle We don't do this at all	Resource forecasts are continually updated throughout project lifecycle We do this well in some areas	Resource forecasts are continually updated throughout project lifecycle We do this well in most areas	Resource forecasts are continually updated throughout project lifecycle We set the benchmark for professional practice
Senior managers make recruitment, training or staffing decisions based on consolidated supply/demand forecasts	Senior managers make recruitment, training or staffing decisions based on consolidated supply/demand forecasts We don't do this at all	Senior managers make recruitment, training or staffing decisions based on consolidated supply/demand forecasts We do this well in some areas	Senior managers make recruitment, training or staffing decisions based on consolidated supply/demand forecasts We do this well in most areas	Senior managers make recruitment, training or staffing decisions based on consolidated supply/demand forecasts We set the benchmark for professional practice

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* 8. What are the top three things that would improve your organisation's ability to balance resource capacity and supply?

Improved systems capability

Improved processes and data standards

Increased adherence to existing processes and data standards

Increased assurance activity to measure standards

Changing people or training practitioners

Training senior management

More drive and leadership from the Board / top management

Clarifying or changing people's accountabilities

Other (please specify)

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* 9. Tell us about your organisational response to project governance to avoid surprises?

	We don't do this at all	We do this well in some areas	We do this well in most areas	We set the benchmark for professional practice
We use a single corporate system for schedule control	We use a single corporate system for schedule control We don't do this at all	We use a single corporate system for schedule control We do this well in some areas	We use a single corporate system for schedule control We do this well in most areas	We use a single corporate system for schedule control We set the benchmark for professional practice
We use a single corporate system for project resourcing and forecasting	We use a single corporate system for project resourcing and forecasting We don't do this at all	We use a single corporate system for project resourcing and forecasting We do this well in some areas	We use a single corporate system for project resourcing and forecasting We do this well in most areas	We use a single corporate system for project resourcing and forecasting We set the benchmark for professional practice
We use a single corporate system for evaluating risk	We use a single corporate system for evaluating risk We don't do this at all	We use a single corporate system for evaluating risk We do this well in some areas	We use a single corporate system for evaluating risk We do this well in most areas	We use a single corporate system for evaluating risk We set the benchmark for professional practice
We derive executive dashboard reports directly from underlying corporate system data	We derive executive dashboard reports directly from underlying corporate system data We don't do this at all	We derive executive dashboard reports directly from underlying corporate system data We do this well in some areas	We derive executive dashboard reports directly from underlying corporate system data We do this well in most areas	We derive executive dashboard reports directly from underlying corporate system data We set the benchmark for professional practice
We use a project/programme office to assist with governance and corporate standards/reporting	We use a project/programme office to assist with governance and corporate standards/reporting We don't do this at all	We use a project/programme office to assist with governance and corporate standards/reporting We do this well in some areas	We use a project/programme office to assist with governance and corporate standards/reporting We do this well in most areas	We use a project/programme office to assist with governance and corporate standards/reporting We set the benchmark for professional practice

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* 10. What are the top three things that would improve your organisation's ability to govern projects?

Improved systems capability

Improved processes and data standards

Increased adherence to existing processes and data standards

Increased assurance activity to measure standards

Changing people or training practitioners

Training senior management

More drive and leadership from the Board / top management

Clarifying or changing people's accountabilities

Other (please specify)

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* 11. Please indicate your organisation's response to the following areas relating to continuous improvement

	We don't do this at all	We do this well in some areas	We do this well in most areas	We set the benchmark for professional practice
We do earned value against a standard chart of accounts to help determine common areas of over or underspend	We do earned value against a standard chart of accounts to help determine common areas of over or underspend We don't do this at all	We do earned value against a standard chart of accounts to help determine common areas of over or underspend We do this well in some areas	We do earned value against a standard chart of accounts to help determine common areas of over or underspend We do this well in most areas	We do earned value against a standard chart of accounts to help determine common areas of over or underspend We set the benchmark for professional practice
We do earned value but not against a standard chart of accounts	We do earned value but not against a standard chart of accounts We don't do this at all	We do earned value but not against a standard chart of accounts We do this well in some areas	We do earned value but not against a standard chart of accounts We do this well in most areas	We do earned value but not against a standard chart of accounts We set the benchmark for professional practice
We identify common areas of risk occurance on our projects and feed that back to other projects	We identify common areas of risk occurance on our projects and feed that back to other projects We don't do this at all	We identify common areas of risk occurance on our projects and feed that back to other projects We do this well in some areas	We identify common areas of risk occurance on our projects and feed that back to other projects We do this well in most areas	We identify common areas of risk occurance on our projects and feed that back to other projects We set the benchmark for professional practice
We continuously calibrate our estimating accuracy by feeding back actual cost/effort from projects to our estimating data	We continuously calibrate our estimating accuracy by feeding back actual cost/effort from projects to our estimating data We don't do this at all	We continuously calibrate our estimating accuracy by feeding back actual cost/effort from projects to our estimating data We do this well in some areas	We continuously calibrate our estimating accuracy by feeding back actual cost/effort from projects to our estimating data We do this well in most areas	We continuously calibrate our estimating accuracy by feeding back actual cost/effort from projects to our estimating data We set the benchmark for professional practice
We capture lessons learned on projects and feed that back to other projects	We capture lessons learned on projects and feed that back to other projects We don't do this at all	We capture lessons learned on projects and feed that back to other projects We do this well in some areas	We capture lessons learned on projects and feed that back to other projects We do this well in most areas	We capture lessons learned on projects and feed that back to other projects We set the benchmark for professional practice

Other (please specify)

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* 12. What are the top three things that would help you continuously improve your project effectiveness (doing the right things) and efficiency (doing the right things well)?

Improved systems capability

Improved processes and data standards

Increased adherence to existing processes and data standards

Increased assurance activity to measure standards

Changing people or training practitioners

Training senior management

More drive and leadership from the Board / top management

Clarifying or changing people's accountabilities

Other (please specify)

Question Title

* 1. Your name: (optional)

Question Title

* 2. Your email address: (optional - include to receive a copy of the survey)

Question Title

* 3. Your organisation: (optional)

Question Title

* 4. Please select the option that corresponds best to your current role.

Question Title

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* 6. Using the same definition of Project Portfolio Management (PPM) , how well do you think your organisation performs in the following aspects of PPM?

Question Title

* 7. Tell us about your organisational response to forecasting and balancing resource capacity and demand? A resource in this question means a specific skill, material or equipment requirement.

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* 8. What are the top three things that would improve your organisation's ability to balance resource capacity and supply?

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* 9. Tell us about your organisational response to project governance to avoid surprises?

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* 10. What are the top three things that would improve your organisation's ability to govern projects?

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* 11. Please indicate your organisation's response to the following areas relating to continuous improvement

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* 12. What are the top three things that would help you continuously improve your project effectiveness (doing the right things) and efficiency (doing the right things well)?

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* 13. Please provide any further comments.