Strategy Execution Assessment

"How well are we executing our strategy?”

The Strategy Execution Assessment Tool is designed to help organizations answer this question, provide a baseline for measuring strategy execution progress, and develop a roadmap for making improvements in five areas critical to successful strategy execution. The critical success areas are: leadership and governance, alignment, performance analysis and reporting, strategic project and portfolio management, and change management.

The survey consists of a set of attribute statements that describe successful strategy execution in each of the five areas. A seven-point scale from “strongly disagree to strongly agree” is used to score strategy execution performance; a “Not Applicable” response is also included if a statement is not applicable to your organization.

Survey results are aggregated by area and an overall performance score is calculated. Assessment survey results will be entered anonymously into our research database and shared with our performance management community. The survey takes about 10 minutes to complete.

Question Title

* 1. Leadership and Governance
Strong leadership and good governance are foundational in organizations that execute strategy well. In these organizations, roles and responsibilities are clearly defined for Boards, C-level executives and managers and supervisors. Communicating clearly, especially vision and strategy, eliminating obstacles, motivating desired behaviors creating accountability -- both individual and collective --, and supporting the workforce are critical success factors.

At what level do you agree that the Strategy Execution attributes (listed in the first column) regarding Leadership and Governance exist in your organization?

	Not applicable	1 = Strongly disagree	2 = Disagree	3 = Somewhat disagree	4 = Neither agree nor disagree	5 = Somewhat agree	6 = Agree	7 = Strongly agree
1. Organization Core Values are clearly articulated and widely disseminated; leaders “walk the talk”	1. Organization Core Values are clearly articulated and widely disseminated; leaders “walk the talk” Not applicable	1. Organization Core Values are clearly articulated and widely disseminated; leaders “walk the talk” 1 = Strongly disagree	1. Organization Core Values are clearly articulated and widely disseminated; leaders “walk the talk” 2 = Disagree	1. Organization Core Values are clearly articulated and widely disseminated; leaders “walk the talk” 3 = Somewhat disagree	1. Organization Core Values are clearly articulated and widely disseminated; leaders “walk the talk” 4 = Neither agree nor disagree	1. Organization Core Values are clearly articulated and widely disseminated; leaders “walk the talk” 5 = Somewhat agree	1. Organization Core Values are clearly articulated and widely disseminated; leaders “walk the talk” 6 = Agree	1. Organization Core Values are clearly articulated and widely disseminated; leaders “walk the talk” 7 = Strongly agree
2. Key policy guidance, such as Vision, Mission, and/or Strategy, is clearly communicated throughout the organization	2. Key policy guidance, such as Vision, Mission, and/or Strategy, is clearly communicated throughout the organization Not applicable	2. Key policy guidance, such as Vision, Mission, and/or Strategy, is clearly communicated throughout the organization 1 = Strongly disagree	2. Key policy guidance, such as Vision, Mission, and/or Strategy, is clearly communicated throughout the organization 2 = Disagree	2. Key policy guidance, such as Vision, Mission, and/or Strategy, is clearly communicated throughout the organization 3 = Somewhat disagree	2. Key policy guidance, such as Vision, Mission, and/or Strategy, is clearly communicated throughout the organization 4 = Neither agree nor disagree	2. Key policy guidance, such as Vision, Mission, and/or Strategy, is clearly communicated throughout the organization 5 = Somewhat agree	2. Key policy guidance, such as Vision, Mission, and/or Strategy, is clearly communicated throughout the organization 6 = Agree	2. Key policy guidance, such as Vision, Mission, and/or Strategy, is clearly communicated throughout the organization 7 = Strongly agree
3. Customer needs and expectations are understood and acted upon	3. Customer needs and expectations are understood and acted upon Not applicable	3. Customer needs and expectations are understood and acted upon 1 = Strongly disagree	3. Customer needs and expectations are understood and acted upon 2 = Disagree	3. Customer needs and expectations are understood and acted upon 3 = Somewhat disagree	3. Customer needs and expectations are understood and acted upon 4 = Neither agree nor disagree	3. Customer needs and expectations are understood and acted upon 5 = Somewhat agree	3. Customer needs and expectations are understood and acted upon 6 = Agree	3. Customer needs and expectations are understood and acted upon 7 = Strongly agree
4. Executive actions reflect Board guidance and oversight	4. Executive actions reflect Board guidance and oversight Not applicable	4. Executive actions reflect Board guidance and oversight 1 = Strongly disagree	4. Executive actions reflect Board guidance and oversight 2 = Disagree	4. Executive actions reflect Board guidance and oversight 3 = Somewhat disagree	4. Executive actions reflect Board guidance and oversight 4 = Neither agree nor disagree	4. Executive actions reflect Board guidance and oversight 5 = Somewhat agree	4. Executive actions reflect Board guidance and oversight 6 = Agree	4. Executive actions reflect Board guidance and oversight 7 = Strongly agree
5. Leaders' roles and responsibilities are clear and are clearly communicated	5. Leaders' roles and responsibilities are clear and are clearly communicated Not applicable	5. Leaders' roles and responsibilities are clear and are clearly communicated 1 = Strongly disagree	5. Leaders' roles and responsibilities are clear and are clearly communicated 2 = Disagree	5. Leaders' roles and responsibilities are clear and are clearly communicated 3 = Somewhat disagree	5. Leaders' roles and responsibilities are clear and are clearly communicated 4 = Neither agree nor disagree	5. Leaders' roles and responsibilities are clear and are clearly communicated 5 = Somewhat agree	5. Leaders' roles and responsibilities are clear and are clearly communicated 6 = Agree	5. Leaders' roles and responsibilities are clear and are clearly communicated 7 = Strongly agree
6. Leaders create ownership and accountability in managers and staff	6. Leaders create ownership and accountability in managers and staff Not applicable	6. Leaders create ownership and accountability in managers and staff 1 = Strongly disagree	6. Leaders create ownership and accountability in managers and staff 2 = Disagree	6. Leaders create ownership and accountability in managers and staff 3 = Somewhat disagree	6. Leaders create ownership and accountability in managers and staff 4 = Neither agree nor disagree	6. Leaders create ownership and accountability in managers and staff 5 = Somewhat agree	6. Leaders create ownership and accountability in managers and staff 6 = Agree	6. Leaders create ownership and accountability in managers and staff 7 = Strongly agree
7. Obstacles and challenges to organization success are recognized and addressed by the Board and leadership	7. Obstacles and challenges to organization success are recognized and addressed by the Board and leadership Not applicable	7. Obstacles and challenges to organization success are recognized and addressed by the Board and leadership 1 = Strongly disagree	7. Obstacles and challenges to organization success are recognized and addressed by the Board and leadership 2 = Disagree	7. Obstacles and challenges to organization success are recognized and addressed by the Board and leadership 3 = Somewhat disagree	7. Obstacles and challenges to organization success are recognized and addressed by the Board and leadership 4 = Neither agree nor disagree	7. Obstacles and challenges to organization success are recognized and addressed by the Board and leadership 5 = Somewhat agree	7. Obstacles and challenges to organization success are recognized and addressed by the Board and leadership 6 = Agree	7. Obstacles and challenges to organization success are recognized and addressed by the Board and leadership 7 = Strongly agree

Question Title

* 2. Performance Culture
Creating a performance-oriented culture in an organization involves “changing hearts and minds”. Agility and innovation are “baked in” to the way performance organizations think and behave. Considerations include: executives who lead change efforts, identifying and overcoming resistance to change at different organization levels, understanding different change models, clear communications throughout the organization, implications of moving to a stronger performance culture, motivation, and building winning teams” to create a strong performance culture, and cultivate strong and motivated teams.

At what level do you agree that the Strategy Execution attributes (listed in the first column) related to Performance Culture exist in your organization?

	Not applicable	1 = Strongly disagree	2 = Disagree	3 = Somewhat disagree	4 = Neither agree nor disagree	5 = Somewhat agree	6 = Agree	7 = Strongly agree
1. Employees are engaged, empowered, and valued	1. Employees are engaged, empowered, and valued Not applicable	1. Employees are engaged, empowered, and valued 1 = Strongly disagree	1. Employees are engaged, empowered, and valued 2 = Disagree	1. Employees are engaged, empowered, and valued 3 = Somewhat disagree	1. Employees are engaged, empowered, and valued 4 = Neither agree nor disagree	1. Employees are engaged, empowered, and valued 5 = Somewhat agree	1. Employees are engaged, empowered, and valued 6 = Agree	1. Employees are engaged, empowered, and valued 7 = Strongly agree
2. Innovation and agility are valued and evident	2. Innovation and agility are valued and evident Not applicable	2. Innovation and agility are valued and evident 1 = Strongly disagree	2. Innovation and agility are valued and evident 2 = Disagree	2. Innovation and agility are valued and evident 3 = Somewhat disagree	2. Innovation and agility are valued and evident 4 = Neither agree nor disagree	2. Innovation and agility are valued and evident 5 = Somewhat agree	2. Innovation and agility are valued and evident 6 = Agree	2. Innovation and agility are valued and evident 7 = Strongly agree
3. Personal and collective accountability for results and interactive problem solving are practiced	3. Personal and collective accountability for results and interactive problem solving are practiced Not applicable	3. Personal and collective accountability for results and interactive problem solving are practiced 1 = Strongly disagree	3. Personal and collective accountability for results and interactive problem solving are practiced 2 = Disagree	3. Personal and collective accountability for results and interactive problem solving are practiced 3 = Somewhat disagree	3. Personal and collective accountability for results and interactive problem solving are practiced 4 = Neither agree nor disagree	3. Personal and collective accountability for results and interactive problem solving are practiced 5 = Somewhat agree	3. Personal and collective accountability for results and interactive problem solving are practiced 6 = Agree	3. Personal and collective accountability for results and interactive problem solving are practiced 7 = Strongly agree
4. Organization culture is characterized by a high level of trust and teamwork	4. Organization culture is characterized by a high level of trust and teamwork Not applicable	4. Organization culture is characterized by a high level of trust and teamwork 1 = Strongly disagree	4. Organization culture is characterized by a high level of trust and teamwork 2 = Disagree	4. Organization culture is characterized by a high level of trust and teamwork 3 = Somewhat disagree	4. Organization culture is characterized by a high level of trust and teamwork 4 = Neither agree nor disagree	4. Organization culture is characterized by a high level of trust and teamwork 5 = Somewhat agree	4. Organization culture is characterized by a high level of trust and teamwork 6 = Agree	4. Organization culture is characterized by a high level of trust and teamwork 7 = Strongly agree
5. Organization tolerance for risk is understood throughout the organization	5. Organization tolerance for risk is understood throughout the organization Not applicable	5. Organization tolerance for risk is understood throughout the organization 1 = Strongly disagree	5. Organization tolerance for risk is understood throughout the organization 2 = Disagree	5. Organization tolerance for risk is understood throughout the organization 3 = Somewhat disagree	5. Organization tolerance for risk is understood throughout the organization 4 = Neither agree nor disagree	5. Organization tolerance for risk is understood throughout the organization 5 = Somewhat agree	5. Organization tolerance for risk is understood throughout the organization 6 = Agree	5. Organization tolerance for risk is understood throughout the organization 7 = Strongly agree
6. Internal and external communications are effective	6. Internal and external communications are effective Not applicable	6. Internal and external communications are effective 1 = Strongly disagree	6. Internal and external communications are effective 2 = Disagree	6. Internal and external communications are effective 3 = Somewhat disagree	6. Internal and external communications are effective 4 = Neither agree nor disagree	6. Internal and external communications are effective 5 = Somewhat agree	6. Internal and external communications are effective 6 = Agree	6. Internal and external communications are effective 7 = Strongly agree
7. Desired behaviors are recognized, rewarded, and incentivized	7. Desired behaviors are recognized, rewarded, and incentivized Not applicable	7. Desired behaviors are recognized, rewarded, and incentivized 1 = Strongly disagree	7. Desired behaviors are recognized, rewarded, and incentivized 2 = Disagree	7. Desired behaviors are recognized, rewarded, and incentivized 3 = Somewhat disagree	7. Desired behaviors are recognized, rewarded, and incentivized 4 = Neither agree nor disagree	7. Desired behaviors are recognized, rewarded, and incentivized 5 = Somewhat agree	7. Desired behaviors are recognized, rewarded, and incentivized 6 = Agree	7. Desired behaviors are recognized, rewarded, and incentivized 7 = Strongly agree
8. The need for change is communicated and accepted	8. The need for change is communicated and accepted Not applicable	8. The need for change is communicated and accepted 1 = Strongly disagree	8. The need for change is communicated and accepted 2 = Disagree	8. The need for change is communicated and accepted 3 = Somewhat disagree	8. The need for change is communicated and accepted 4 = Neither agree nor disagree	8. The need for change is communicated and accepted 5 = Somewhat agree	8. The need for change is communicated and accepted 6 = Agree	8. The need for change is communicated and accepted 7 = Strongly agree

Question Title

* 3. Alignment and Operational Strategy
In aligned organizations, work gets done in an agile and efficient manner across organization units, employees are empowered to succeed and know where they fit in and how their work contributes to success, processes are improved and aligned to strategy to efficiently satisfy customer needs, employee personal objectives are aligned to department strategy which in turn is aligned to corporate strategy, and budget and human resource processes are informed with strategy inputs from the strategic planning process.

At what level do you agree that the Strategy Execution attributes (listed in the first column) regarding Alignment and Operational Strategy exist in your organization?

	Not applicable	1 = Strongly disagree	2 = Disagree	3 = Somewhat disagree	5 = Neither agree nor disagree	6 = Somewhat agree	7 = Agree	8 = Strongly agree
1. Corporate strategic intent is translated into business and support unit operations	1. Corporate strategic intent is translated into business and support unit operations Not applicable	1. Corporate strategic intent is translated into business and support unit operations 1 = Strongly disagree	1. Corporate strategic intent is translated into business and support unit operations 2 = Disagree	1. Corporate strategic intent is translated into business and support unit operations 3 = Somewhat disagree	1. Corporate strategic intent is translated into business and support unit operations 5 = Neither agree nor disagree	1. Corporate strategic intent is translated into business and support unit operations 6 = Somewhat agree	1. Corporate strategic intent is translated into business and support unit operations 7 = Agree	1. Corporate strategic intent is translated into business and support unit operations 8 = Strongly agree
2. Employees are aligned to strategy and department goals	2. Employees are aligned to strategy and department goals Not applicable	2. Employees are aligned to strategy and department goals 1 = Strongly disagree	2. Employees are aligned to strategy and department goals 2 = Disagree	2. Employees are aligned to strategy and department goals 3 = Somewhat disagree	2. Employees are aligned to strategy and department goals 5 = Neither agree nor disagree	2. Employees are aligned to strategy and department goals 6 = Somewhat agree	2. Employees are aligned to strategy and department goals 7 = Agree	2. Employees are aligned to strategy and department goals 8 = Strongly agree
3. Employee positions and performance reviews and rewards, recognition, and incentives are aligned to strategy and goals	3. Employee positions and performance reviews and rewards, recognition, and incentives are aligned to strategy and goals Not applicable	3. Employee positions and performance reviews and rewards, recognition, and incentives are aligned to strategy and goals 1 = Strongly disagree	3. Employee positions and performance reviews and rewards, recognition, and incentives are aligned to strategy and goals 2 = Disagree	3. Employee positions and performance reviews and rewards, recognition, and incentives are aligned to strategy and goals 3 = Somewhat disagree	3. Employee positions and performance reviews and rewards, recognition, and incentives are aligned to strategy and goals 5 = Neither agree nor disagree	3. Employee positions and performance reviews and rewards, recognition, and incentives are aligned to strategy and goals 6 = Somewhat agree	3. Employee positions and performance reviews and rewards, recognition, and incentives are aligned to strategy and goals 7 = Agree	3. Employee positions and performance reviews and rewards, recognition, and incentives are aligned to strategy and goals 8 = Strongly agree
4. Processes are aligned to strategy and are efficient	4. Processes are aligned to strategy and are efficient Not applicable	4. Processes are aligned to strategy and are efficient 1 = Strongly disagree	4. Processes are aligned to strategy and are efficient 2 = Disagree	4. Processes are aligned to strategy and are efficient 3 = Somewhat disagree	4. Processes are aligned to strategy and are efficient 5 = Neither agree nor disagree	4. Processes are aligned to strategy and are efficient 6 = Somewhat agree	4. Processes are aligned to strategy and are efficient 7 = Agree	4. Processes are aligned to strategy and are efficient 8 = Strongly agree
5. Performance information informs the budget formulation process and the budget is aligned to strategy	5. Performance information informs the budget formulation process and the budget is aligned to strategy Not applicable	5. Performance information informs the budget formulation process and the budget is aligned to strategy 1 = Strongly disagree	5. Performance information informs the budget formulation process and the budget is aligned to strategy 2 = Disagree	5. Performance information informs the budget formulation process and the budget is aligned to strategy 3 = Somewhat disagree	5. Performance information informs the budget formulation process and the budget is aligned to strategy 5 = Neither agree nor disagree	5. Performance information informs the budget formulation process and the budget is aligned to strategy 6 = Somewhat agree	5. Performance information informs the budget formulation process and the budget is aligned to strategy 7 = Agree	5. Performance information informs the budget formulation process and the budget is aligned to strategy 8 = Strongly agree
6. An enterprise-wide strategy performance management system is in place to support strategy, operations, and personnel	6. An enterprise-wide strategy performance management system is in place to support strategy, operations, and personnel Not applicable	6. An enterprise-wide strategy performance management system is in place to support strategy, operations, and personnel 1 = Strongly disagree	6. An enterprise-wide strategy performance management system is in place to support strategy, operations, and personnel 2 = Disagree	6. An enterprise-wide strategy performance management system is in place to support strategy, operations, and personnel 3 = Somewhat disagree	6. An enterprise-wide strategy performance management system is in place to support strategy, operations, and personnel 5 = Neither agree nor disagree	6. An enterprise-wide strategy performance management system is in place to support strategy, operations, and personnel 6 = Somewhat agree	6. An enterprise-wide strategy performance management system is in place to support strategy, operations, and personnel 7 = Agree	6. An enterprise-wide strategy performance management system is in place to support strategy, operations, and personnel 8 = Strongly agree

Question Title

* 4. Performance Analysis and Reporting
To get to performance information that is useful and used, performance data is transformed into information and then into business intelligence. Visual communication and context help users get maximum benefit from performance information. To become useful, several critical success factors come into play: finding the right measures for strategy, operations, projects, risk and behavior, verifying and validating performance data, understanding roles and responsibilities for reporting, reporting cadence and follow through, understanding different methodologies for developing and using measures, visualizing performance information, and engaging leadership.

At what level do you agree that the Strategy Execution attributes (listed in the first column) regarding Performance Analysis and Reporting exist in your organization?

	Not applicable	1 = Strongly disagree	2 = Disagree	3 = Somewhat disagree	4 = Neither agree nor disagree	5 = Somewhat agree	6 = Agree	7 = Strongly agree
1. Performance measures are meaningful, and performance data and information are valid and trusted	1. Performance measures are meaningful, and performance data and information are valid and trusted Not applicable	1. Performance measures are meaningful, and performance data and information are valid and trusted 1 = Strongly disagree	1. Performance measures are meaningful, and performance data and information are valid and trusted 2 = Disagree	1. Performance measures are meaningful, and performance data and information are valid and trusted 3 = Somewhat disagree	1. Performance measures are meaningful, and performance data and information are valid and trusted 4 = Neither agree nor disagree	1. Performance measures are meaningful, and performance data and information are valid and trusted 5 = Somewhat agree	1. Performance measures are meaningful, and performance data and information are valid and trusted 6 = Agree	1. Performance measures are meaningful, and performance data and information are valid and trusted 7 = Strongly agree
2. Performance reporting is comprehensive, taken seriously, and technology provides information that is useful and used	2. Performance reporting is comprehensive, taken seriously, and technology provides information that is useful and used Not applicable	2. Performance reporting is comprehensive, taken seriously, and technology provides information that is useful and used 1 = Strongly disagree	2. Performance reporting is comprehensive, taken seriously, and technology provides information that is useful and used 2 = Disagree	2. Performance reporting is comprehensive, taken seriously, and technology provides information that is useful and used 3 = Somewhat disagree	2. Performance reporting is comprehensive, taken seriously, and technology provides information that is useful and used 4 = Neither agree nor disagree	2. Performance reporting is comprehensive, taken seriously, and technology provides information that is useful and used 5 = Somewhat agree	2. Performance reporting is comprehensive, taken seriously, and technology provides information that is useful and used 6 = Agree	2. Performance reporting is comprehensive, taken seriously, and technology provides information that is useful and used 7 = Strongly agree
3. Performance reporting is clearly linked to strategic intent and operational progress with goal progress tracking	3. Performance reporting is clearly linked to strategic intent and operational progress with goal progress tracking Not applicable	3. Performance reporting is clearly linked to strategic intent and operational progress with goal progress tracking 1 = Strongly disagree	3. Performance reporting is clearly linked to strategic intent and operational progress with goal progress tracking 2 = Disagree	3. Performance reporting is clearly linked to strategic intent and operational progress with goal progress tracking 3 = Somewhat disagree	3. Performance reporting is clearly linked to strategic intent and operational progress with goal progress tracking 4 = Neither agree nor disagree	3. Performance reporting is clearly linked to strategic intent and operational progress with goal progress tracking 5 = Somewhat agree	3. Performance reporting is clearly linked to strategic intent and operational progress with goal progress tracking 6 = Agree	3. Performance reporting is clearly linked to strategic intent and operational progress with goal progress tracking 7 = Strongly agree
4. Progress against goals is trended over time	4. Progress against goals is trended over time Not applicable	4. Progress against goals is trended over time 1 = Strongly disagree	4. Progress against goals is trended over time 2 = Disagree	4. Progress against goals is trended over time 3 = Somewhat disagree	4. Progress against goals is trended over time 4 = Neither agree nor disagree	4. Progress against goals is trended over time 5 = Somewhat agree	4. Progress against goals is trended over time 6 = Agree	4. Progress against goals is trended over time 7 = Strongly agree
5. Performance information is shared throughout the organization	5. Performance information is shared throughout the organization Not applicable	5. Performance information is shared throughout the organization 1 = Strongly disagree	5. Performance information is shared throughout the organization 2 = Disagree	5. Performance information is shared throughout the organization 3 = Somewhat disagree	5. Performance information is shared throughout the organization 4 = Neither agree nor disagree	5. Performance information is shared throughout the organization 5 = Somewhat agree	5. Performance information is shared throughout the organization 6 = Agree	5. Performance information is shared throughout the organization 7 = Strongly agree
6. Analysis of performance data yields useful information for decision making	6. Analysis of performance data yields useful information for decision making Not applicable	6. Analysis of performance data yields useful information for decision making 1 = Strongly disagree	6. Analysis of performance data yields useful information for decision making 2 = Disagree	6. Analysis of performance data yields useful information for decision making 3 = Somewhat disagree	6. Analysis of performance data yields useful information for decision making 4 = Neither agree nor disagree	6. Analysis of performance data yields useful information for decision making 5 = Somewhat agree	6. Analysis of performance data yields useful information for decision making 6 = Agree	6. Analysis of performance data yields useful information for decision making 7 = Strongly agree
7. Dashboard and visualization design are good, leading to meaningful reports and useful information reported regularly	7. Dashboard and visualization design are good, leading to meaningful reports and useful information reported regularly Not applicable	7. Dashboard and visualization design are good, leading to meaningful reports and useful information reported regularly 1 = Strongly disagree	7. Dashboard and visualization design are good, leading to meaningful reports and useful information reported regularly 2 = Disagree	7. Dashboard and visualization design are good, leading to meaningful reports and useful information reported regularly 3 = Somewhat disagree	7. Dashboard and visualization design are good, leading to meaningful reports and useful information reported regularly 4 = Neither agree nor disagree	7. Dashboard and visualization design are good, leading to meaningful reports and useful information reported regularly 5 = Somewhat agree	7. Dashboard and visualization design are good, leading to meaningful reports and useful information reported regularly 6 = Agree	7. Dashboard and visualization design are good, leading to meaningful reports and useful information reported regularly 7 = Strongly agree
8. Performance information is benchmarked against other organizations	8. Performance information is benchmarked against other organizations Not applicable	8. Performance information is benchmarked against other organizations 1 = Strongly disagree	8. Performance information is benchmarked against other organizations 2 = Disagree	8. Performance information is benchmarked against other organizations 3 = Somewhat disagree	8. Performance information is benchmarked against other organizations 4 = Neither agree nor disagree	8. Performance information is benchmarked against other organizations 5 = Somewhat agree	8. Performance information is benchmarked against other organizations 6 = Agree	8. Performance information is benchmarked against other organizations 7 = Strongly agree

Question Title

* 5. Strategic Project and Portfolio Management
Managing projects and portfolios of projects are critical to successful strategy execution. Various methodologies are available to manage projects and portfolios, and project managers are only part of the solution for aligning projects to strategy and managing more strategically. Other important components include governance, project review boards, enterprise capacity, prioritization approaches, Strategy Management Office/Project Management Office (SMO/PMO) roles and responsibilities, and reporting approaches.

At what level do you agree that the Strategy Execution attributes (listed in the first column) regarding Strategic Project and Portfolio Management exist in your organization?

	Not applicable	1 = Strongly disagree	2 = Disagree	3 = Somewhat disagree	4 = Neither agree nor disagree	5 = Somewhat agree	6 = Agree	7 = Strongly agree
1. Project management skillsets include strategic management and are matched to enterprise needs	1. Project management skillsets include strategic management and are matched to enterprise needs Not applicable	1. Project management skillsets include strategic management and are matched to enterprise needs 1 = Strongly disagree	1. Project management skillsets include strategic management and are matched to enterprise needs 2 = Disagree	1. Project management skillsets include strategic management and are matched to enterprise needs 3 = Somewhat disagree	1. Project management skillsets include strategic management and are matched to enterprise needs 4 = Neither agree nor disagree	1. Project management skillsets include strategic management and are matched to enterprise needs 5 = Somewhat agree	1. Project management skillsets include strategic management and are matched to enterprise needs 6 = Agree	1. Project management skillsets include strategic management and are matched to enterprise needs 7 = Strongly agree
2. Leaders effectively lead and manage the enterprise project portfolio	2. Leaders effectively lead and manage the enterprise project portfolio Not applicable	2. Leaders effectively lead and manage the enterprise project portfolio 1 = Strongly disagree	2. Leaders effectively lead and manage the enterprise project portfolio 2 = Disagree	2. Leaders effectively lead and manage the enterprise project portfolio 3 = Somewhat disagree	2. Leaders effectively lead and manage the enterprise project portfolio 4 = Neither agree nor disagree	2. Leaders effectively lead and manage the enterprise project portfolio 5 = Somewhat agree	2. Leaders effectively lead and manage the enterprise project portfolio 6 = Agree	2. Leaders effectively lead and manage the enterprise project portfolio 7 = Strongly agree
3. Projects and portfolios are prioritized based on strategic enterprise needs and capacity	3. Projects and portfolios are prioritized based on strategic enterprise needs and capacity Not applicable	3. Projects and portfolios are prioritized based on strategic enterprise needs and capacity 1 = Strongly disagree	3. Projects and portfolios are prioritized based on strategic enterprise needs and capacity 2 = Disagree	3. Projects and portfolios are prioritized based on strategic enterprise needs and capacity 3 = Somewhat disagree	3. Projects and portfolios are prioritized based on strategic enterprise needs and capacity 4 = Neither agree nor disagree	3. Projects and portfolios are prioritized based on strategic enterprise needs and capacity 5 = Somewhat agree	3. Projects and portfolios are prioritized based on strategic enterprise needs and capacity 6 = Agree	3. Projects and portfolios are prioritized based on strategic enterprise needs and capacity 7 = Strongly agree
4. Projects are managed strategically	4. Projects are managed strategically Not applicable	4. Projects are managed strategically 1 = Strongly disagree	4. Projects are managed strategically 2 = Disagree	4. Projects are managed strategically 3 = Somewhat disagree	4. Projects are managed strategically 4 = Neither agree nor disagree	4. Projects are managed strategically 5 = Somewhat agree	4. Projects are managed strategically 6 = Agree	4. Projects are managed strategically 7 = Strongly agree
5. Project schedules are managed and planned deliverables are met	5. Project schedules are managed and planned deliverables are met Not applicable	5. Project schedules are managed and planned deliverables are met 1 = Strongly disagree	5. Project schedules are managed and planned deliverables are met 2 = Disagree	5. Project schedules are managed and planned deliverables are met 3 = Somewhat disagree	5. Project schedules are managed and planned deliverables are met 4 = Neither agree nor disagree	5. Project schedules are managed and planned deliverables are met 5 = Somewhat agree	5. Project schedules are managed and planned deliverables are met 6 = Agree	5. Project schedules are managed and planned deliverables are met 7 = Strongly agree
6. Project/Portfolio KPIs include both operational performance measures and measures of strategic outcomes	6. Project/Portfolio KPIs include both operational performance measures and measures of strategic outcomes Not applicable	6. Project/Portfolio KPIs include both operational performance measures and measures of strategic outcomes 1 = Strongly disagree	6. Project/Portfolio KPIs include both operational performance measures and measures of strategic outcomes 2 = Disagree	6. Project/Portfolio KPIs include both operational performance measures and measures of strategic outcomes 3 = Somewhat disagree	6. Project/Portfolio KPIs include both operational performance measures and measures of strategic outcomes 4 = Neither agree nor disagree	6. Project/Portfolio KPIs include both operational performance measures and measures of strategic outcomes 5 = Somewhat agree	6. Project/Portfolio KPIs include both operational performance measures and measures of strategic outcomes 6 = Agree	6. Project/Portfolio KPIs include both operational performance measures and measures of strategic outcomes 7 = Strongly agree

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* 6. Which of the following best describes the principal industry of your organization?

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* 7. How many people does your organization employ?

0-50

51-100

101-200

201-500

501-1000

>1000

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* 8. Your Contact Information

Name:

Company:

City/Town:

State/Province:

Country:

Email Address:

Phone Number:

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