This was a presentation given by Amanda Clack, Fellow of the APM and PM practitioner for over 25 years. Amanda is also the Senior Vice President of the Royal Institute of Chartered Surveyors (RICS). The presentation was given to the Northern Ireland membership and guests on Thursday 13th November 2014 at The Mount Conference and Business Centre in Belfast. Amanda's presentation considered the future of project management and how we all need to think differently as professionals to achieve the APM vision to "create a world in which all projects succeed" which forms part of the APM Strategy 2020. Whilst at PricewaterhouseCoopers (PwC) as a partner, Amanda led a report entitled “Portfolio and Programme Management 2014 Global Survey”. In this session Amanda will explore with us some key findings from this report and share with us her personal views on what the profession needs to do to change to start to achieve the APM Strategy 2020 vision.

1. The Future of Project Management
Amanda Clack
13th November 2014

2. Amanda Clack BSc MSc FAPM FRICS FCMI CMC

3. Tonight’s Objectives
Consider apm’s vision:
Create a world in which all projects succeed
In context of lessons we can learn from the past (through leading research) to create a better future…..
…. For our clients, the profession & practitioners
How can you think differently about programme delivery?

4. Agenda
•Setting the context
•Data & key findings
•Portfolio direction
•Project sponsorship
•Project management capability
•Disclosure and reporting
•Minds of the round table
•Group discussion
•Feedback

5. Directing Change
2nd edition 2011
5
Co-Directing Change
2007 – being updated
Sponsoring Change
2009
Free to APM members at www.apm.org.uk/memberdownloads
apm GovSIG – Publications to date

6. When will you think differently about programme delivery?
Do people who commission change get what they want?
PwC’s 4th Global ppm survey based on 10 years of data
3,025 respondents from 110 countries

7. Respondents by type
19
39
42
Other
Company Senior Manager
Company Manager or staff
18
42
14
8
14
5
Company porfolio or programme
manager
Company project manager
Company PMO manager or team
member
Consultant/Contractor portfolio or
programme manager
Consultant/Contractor project
manager
Consultant/Contractor PMO
manager or team member
7%
35%
59%
C-Suite
Portfolio & Programme Managers
General Employees
Base: 1,775

8. North America
30%
Latin America
9%
Africa 6%
Australasia
5%
Middle East
4%
Asia
18%
Europe
28%
Base: 3,008

9. Organisation
Number of employees (%)
14
10
7
7
18
10
34
Less than 50
50 to less than 250
250 to less than 500
500 to less than 1,000
1,000 to less than 5,000
5,000 to lesss than 10,000
10,000 or more
Type of organisation (%)
Public
15%
Not for profit
4%
Private 80%
Other
1%
Base: 3,019
Base: 3,021

10. PwC Report Findings:
Report highlights five themes for doing things differently:
1.Optimising portfolios to maximise returns
2.Be flexible and responsive to change
3.Enable people to deliver
4.Connecting the organisation to programme delivery
5.Using information and insight to maintain direction

11. Interpreting the findings
•Portfolio direction
•Project sponsorship
•Project management capability
•Disclosure and reporting
Directing Change
2nd edition 2011

12. Portfolio Direction
This component seeks to ensure that all projects are identified within the one, sustainable portfolio. This portfolio should be evaluated and directed mindful of the organisation’s aims, constraints, resources and capacity for change.

13. When you commission change/change is commissioned in your organisation, to what extent are business outcomes clearly defined and measurable?
2
5
19
13
27
19
15
2
3
11
10
30
19
26
Don't know
Not clearly defined
Defined but not easily measurable or
understood by the business
Clearly defined and measurable but not
widely understood
Clearly defined, generally understood but
difficult to measure
Clearly defined, measurable and
understood by all staff
Clearly defined, measurable and
understood by all staff and customers
C-Suite
General Employees
Most respondents believe that business outcomes are defined at the outset of change programmes
Base: C-Suite and Employees: 1,223; C-Suite: 196; General Employees: 1,027

14. What has prompted your organisation to stop a large transformational change programme?
4
8
11
15
12
12
13
20
24
31
6
5
10
2
20
17
22
21
28
42
Other
No programmes were stopped even though in
hindsight it might have been a good idea
We have not needed to stop any programmes
because they were the right thing to do
Don't know
Programme not on track to deliver
Recessionary pressures resulting in
organisational change of direction
Programme not aligned to strategy
Recessionary pressures limiting resources
External influences (e.g. Regulatory, Customer
change of behaviour, technology)
Change in strategy or corporate direction
C-Suite
General Employees
C-suite respondents are clearer about the reasons for calling a halt to large-scale change programmes
Base: C-Suite and Employees: 1,206; C-Suite: 193; General Employees: 1,013

15. Reflecting on change activities completed in the last 5 years and sustained visible benefits you can see today, have the changes been worth the investment?
39
10
51
13
9
82
Don't know
No
Yes
C-Suite
General Employees
The majority of respondents state that change activities completed in the last 5 years have been worth the investment
Base: C-Suite and Employees: 1,199; C-Suite: 191; General Employees: 1,008

16. Interpreting the findings
•Portfolio direction
•Project sponsorship
•Project management capability
•Disclosure and reporting
Directing Change
2nd edition 2011

17. Project sponsorship
This component seeks to ensure that project sponsorship is the effective link between the organisation’s senior executive body and management of each project. The sponsor has decision making, directing and representational accountabilities.

18. How would you describe your workload with regards to sponsoring, leading or working on change activities?
3
17
6
9
26
39
1
5
4
10
36
45
Don't know
I have no direct involvement in change activities
currently
I have been seconded full time to a change
programme
I have delegated most of my core tasks and focus
on change activities
I have delegated some of my core tasks in order
to take on project responsibilities
I have full time core task responsibilities and fit
change activity commitments in as an addition to
that workload
C-Suite
General Employees
Two fifths fit change activity commitments in and around their full time core task responsibilities
Base: C-Suite and Employees: 1,249; C-Suite: 199; General Employees: 1,050

19. Do you feel that the way change governance is structured provides a basis for you to make a valuable contribution?
63
22
12
3
0
1
45
26
20
5
2
3
Yes, I feel my input
always adds value
to the programme
Partly, my input is
focused, but I am
sent lots of detailed
information to read
through
Sometimes, where
my input is needed
is not always clear
Sometimes, I get
invited to too many
meetings when I
just listen
No, I often have
little to add
Don't know
C-Suite
General Employees
Two thirds of C-Suite respondents are confident that their input always added value to the programme
Base: C-Suite and Employees: 1,064; C-Suite: 190; General Employees: 874

20. To what extent does ‘change the business’ activity impact your ability to effectively deliver ‘run the business’ activities?
Minor - my business activities are not impacted
6%
Don't know
1%
Contained - the core functions are re-distributed but I have additional responsibility to oversee others doing my tasks
4%
Manageable - but I have to prioritise my time and conflicting demands
52%
Significant - the change programme takes a disproportionate amount of time
20%
Very significant - I have too much to do in the time available
18%
3%
1%
2%
49%
27%
17%
C-Suite
Half of respondents indicate that the impact of ‘change the business’ activity is manageable
Base: C-Suite and Employees: 495; C-Suite: 89; General Employees: 406
General Employees

21. Interpreting the findings
•Portfolio direction
•Project sponsorship
•Project management capability
•Disclosure and reporting
Directing Change
2nd edition 2011

22. This component seeks to ensure that the teams responsible for projects are capable of achieving the objectives that are defined at project approval points and use that capability to improve governance and outcomes.

23. How is the success of change activities measured in your organisation?
C-Suite
General Employees
Financial metrics
65%
57%
58%%
C-Suite & Employees
Customer satisfaction metrics
42%
40%
40%
Time metrics
19%
24%
23%
Delivery of documented outcomes
26%
21%
22%
Employee satisfaction
23%
17%
18%
Successful embedding of change
22%
15%
16%
Don’t know
3%
9%
8%
Finance, customer satisfaction and quality are the top 3 metrics used to measure the success of change activities
Base: C-Suite and Employees: 1,222; C-Suite: 193; General Employees: 1,029
Quality metrics
31%
33%
32%

24. To what extent do you agree or disagree that an appropriate baseline exists to measure all benefits?
11%
39%
21%
40%
5%
4%
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Don't know
Half of PPM respondents agree that an appropriate baseline exists to measure all benefits
Base: 1,747

25. To what extent do you agree or disagree with the following statements?
14
16
3
3
44
45
9
9
Decision making across the
portfolio is supported by objective
criteria and quality data to ensure
alignment to the organisation's
priorities
The boundaries of the
organisation's portfolio are clearly
defined
(%)
Neither/ nor
22%
23%
Don’t know
7%
7%
Only half of PPM respondents agree that the boundaries of the organisation’s portfolio are clearly defined and decision-making is well supported
Base: 1,701
Disagree
Strongly disagree
Strongly agree
Agree

26. Interpreting the findings
•Portfolio direction
•Project sponsorship
•Project management capability
•Disclosure and reporting
Directing Change
2nd edition 2011

27. This component seeks to ensure that the content of project reports will provide timely, relevant and reliable information that supports the organisation’s decision making processes, without fostering a culture of micro- management.
It is important for the organisation to distinguish between key drivers of success and key indicators of success.

28. Regular verbal updates and clear exception based status reports are the most popular ways to brief the C-suite
Which three of the following would you choose to be kept informed of your portfolio of change?
4
31
36
37
37
41
46
63
Other
Live 'portal' to see programme updates
A plan on a page
A 'RAIDD' log*
Financial reports
Data driven reporting
Clear exception based documentated
status reports
Regular verbal updates/ presentations
NB. Only C-Suite answered this question
*Risk, Assumptions, Issues, Dependency log and Decision Register
Base: 193

29. Please identify a maximum of 7 Project/Programme/Portfolio Management Office (PMO) services for your organisation
Base: 1,768
22
23
23
24
27
28
36
49
54
63
Identify, select and prioritise new projects
Conduct project audits
Promote project management within organisation
Implement and operate a project information system
Allocate resources between projects
Participate in strategic planning
Coordinate between projects
Develop and implement a standard methodology
Monitor and control project performance
Report project status to upper management
Reporting project status to upper management is the top PMO service for PPM respondents,
This chart shows the top 10 Project/Programme/Portfolio Management Office (PMO) services selected by respondents. Please note that 14% of respondents state that they either do not have a PMO or didn’t know which services it provides.

30. Base: 1,746-1,753
Less than half of PPM’s stated that where benefits are set they are very often or always realised
How often would you say the following reflects practice?
6
14
10
9
1
3
2
2
42
27
29
25
40
27
33
30
6
24
20
28
Where benefits are set, are benefits realised?
Where benefits are set, my organisation monitors
and measures benefits?
Tangible benefits are identified from a variety of
sources and linked to the new ways of working,
and outputs from programmes and projects
Value for money is sufficiently considered through
an options appraisal, when developing the
business case
(%)
Don’t
know
6%
6%
5%
7%
Rarely
Never
Always
Very often
Sometimes

31. Summary Findings

32. The case for doing things differently
CEO’s believe keeping up with rapid pace of change is one of most demanding challenges
Little has changed in 10 years – familiar issues have still not been addressed
There is often a disconnect between the Executive Team and PM’s
Get to :Yes” : “Do people who commission change get what they want”

33. Some familiar issues have not changed:
Get the basics right
–Ensure alignment with organisations strategy;
–Plan more effectively at outset of programmes;
–Resource with properly skilled professionals;
–PPM is a profession – give proper training;
–Good communication is more than top down;
–Undertake project reviews and learn from what went wrong/right.

34. Some familiar issues have not changed:
Develop different ways of delivering your portfolios
–Optimise your portfolio to maximise return;
–Be flexible change faster;
–Enable your people to deliver success;
–Connect the Executive Team to programme delivery team to get change you want;
–Measure and address the harsh facts.

35. Five themes to do things differently:
Optimise your portfolio to maximise return;
Be flexible, change faster;
Enable your people to deliver success;
Connect the Executive Team to the programme delivery teams to get the change you want;
Measure and address the harsh facts to maintain direction.

36. Top 3 reasons for project failure:

37. Optimise your portfolio to maximise return
Optimise selection of programmes;
Ensure programmes support organisational objectives – and stop those that don’t;
Have a portfolio management function – right people, process & tools;
Build an ‘ideas pipeline’ for new programmes.
Using a clear methodology removes ‘gaming’ from the prioritision process & selection of change programmes

38. Be flexible, change faster
‘What’ is about PPM process - ‘How’ will make real difference;
Plan for change from outset and create right environment for change.
Being flexible to change faster requires the right – Leadership; Strategy; Culture and Behaviours
Be more flexible in approach – be brave, and well informed

39. Enable your people to deliver success
Executive Teams need to be committed and PM’s need to be more demanding!
Programmes must be properly resourced – capability & capacity;
Get team dynamics right;
Train PM’s properly – PPM is a profession;
Provide right tools and software as key enablers.
Enabled people deliver change

40. Connect the Executive Team to the programme delivery teams to get the change you want;
Show commitment and use professional PMs;
PMs:
–Be more forceful in driving change;
–Drive right behaviours;
–Bridge strategy formation and delivery;
–Take responsibility for working closely with project sponsors.
Results will improve if there is a closer understanding & working arrangement

41. Measure and address the harsh facts to maintain direction
Get the basics right and:
–Align benefits to delivery plans;
–Invest in programme management resource;
–‘Stop and reflect’ – take a pause if needed to reset;
–Know when to stop programmes.
Programmes must measure progress, identify risks and tackle the difficult issues, changing course where necessary

42. Project Management Institute (PMI)
Mark A Langley, President & CEO PMI
“This comprehensive report offers a number of insightful highlights that affirm a great deal of the recent research we have conducted at PMI. Read these recommendations and consider how they relate to your realities. But don’t stop there. Do something with these findings. Do it now.”

43. Minds of the round table – Project Magazine (Nov 2013)
apm Project round table: A world in which all projects succeed
http://www.apm.org.uk/news/minds-round- table-video#.VF4VRUsoprc

44. Group Discussion
What can we do as professionals to “create a world in which all projects succeed?”
–Discuss: What you have learnt from the session
–Feedback: Your group’s top tip for each of the following:
What can help make a project successful?
What should we do differently in setting up programmes?
What can we do differently in delivery?
What are the challenges in convincing clients of what needs to change?

45. Some useful links:
apm
–Governance SIG – Delivering Change
–
–Project round table: A world in which all projects succeed: www.youtube.com/watch?v=UDW35Gvg9pQ
Portfolio and programme management 2104 Global Survey PwC : http://www.pwc.com/gx/en/consulting- services/portfolio-programme-management/global- ppm-survey-2014.jhtml
Amanda Clack : @amanda_clack
Free to APM members at www.apm.org.uk/memberdownloads

46. For follow-up contact:
46
Amanda Clack amanda.clack@btinternet.com +44 7976 403438
twitter: @amanda_clack

47. This presentation was delivered at an APM event
To find out more about upcoming events please visit our website www.apm.org.uk/events