Mar 25, 2014
The 421 respondents to our InformationWeek 2014 Project Management Survey, all of them involved with project management at organizations with 100 or more employees, say the most important indicator for success is that a project is completed on time -- a criterion we question. Other data points:
>> 63% say executives decide when to eliminate or defer projects.
>> 30% break up large projects with potentially long timelines and some amount of risk into smaller segments, with deliverables and evaluations at the end of each.
>> 34% say the general business attitude toward IT projects is that these efforts almost always deliver value to the business versus 41% saying they’re a mixed bag -- sometimes beneficial, sometimes not.
>> 11% say business and IT project and portfolio management teams reside in the same organizational unit, and that this setup works well.
In this report, we:
>> Discuss how technology is now woven throughout all business projects and processes, and how that affects project management
>> Explain how to incorporate organizational change management and DevOps-like Lean project management techniques
>> Check the rumor that PMOs are endangered.
Respondent breakdown: 45% have 5,000 or more employees; 34% are over 10,000. Financial services and government are well represented, and 49% are IT director/manager or IT executive management (C-level/VP) level. (R7830314)
Survey Name InformationWeek 2014 Project Management Survey
Survey Date February 2014
Region North America
Number of Respondents 421
Purpose To determine the role of project management programs in the enterprise
Methodology InformationWeek surveyed business technology decision-makers at North American organizations with 100 or more employees. The survey was conducted online, and respondents were recruited via an email invitation containing an embedded link to the survey. The email invitation was sent to qualified InformationWeek subscribers.