Insights and Trends: Current Portfolio, Programme and Project Management Practices
The third PwC global survey on the current state of project management
Scott Fass, PMP
PMIWDC Non-Member Rate
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About the Program
In today’s difficult economic times, organisations are constantly faced with the challenges of fiercely competitive and changing environments driven by regulatory modification and organisational restructuring. Environmental forces - competitive, economic, technological, political, legal, demographic, and cultural - create challenges and opportunities for organisations. They must, therefore, continuously adapt to the environment if they are to survive and prosper. Top management are thus confronted with the critical task of analyzing and improving the ability of an organisation to change, survive, and grow in this complex and changing global economy and volatile world. In order to stay competitive, today’s organisations have been moving from operations and business as usual, to project management as part of their competitive advantage strategy.
The ability to successfully execute projects is what drives the realisation of intended benefits and the achievement of business objectives. Organisations that execute projects successfully employ effective Project Management (PM) practices as a tool to drive change. Given the strategic impact that projects have on business, organisations must follow effective PM processes that capitalize on innovation; measure progress, value, and risks; and confirm that the right projects can be delivered in alignment with organisational strategy.
In 2004, PricewaterhouseCoopers LLP (PwC) invited senior executives and practitioners to participate in our first Global PM survey. The survey’s main objective was to investigate whether a higher maturity level would go hand-in-hand with a higher project performance level. In 2007, PwC conducted a similar survey to determine the current state of PM maturity in organisations across the world. The survey’s main objective was to identify current trends in PM, and pinpoint the characteristics of PM that are applied on higher-performing projects.
Beginning with the first survey in 2004, PwC sought to find the leading practices of successful companies, followed by the 2007 survey that validated three points:
- There is a link between higher maturity levels and high project performance
- Senior management that supports PM driven key initiatives achieves stronger business results, and
- Effective PM is vital to many organisations.
Now, with increased scrutiny over budgets and “doing more with less,” efficiency and effectiveness are key factors of successful organisations. We reviewed the data from the 2012 third edition of the survey to help identify correlations between PM and organisational success. We continued our analysis to determine the current state of PM maturity and the characteristics of higher performing projects. The survey also set out to find out more about current trends and best practices in PM. We evaluated what was working well, and where areas for improvement were needed in the PM discipline. We also observed the trends and common practices.
Participants can look forward to learning about the survey results, trends from 2004 to present, common practices, key findings and linkages between project, programme and portfolio management to organisational and business success.
Fairview Park Marriott
3111 Fairview Park Drive
Falls Church, VA, 22042
About the Speakers
Scott Fass, PMP
Scott Fass is a PwC Managing Director and PwC Executive for several Federal government accounts. Scott is also PwC Global and Public Sector Program and Portfolio Management Competency Leader. He currently leads projects and contracts at the Environmental Protection Agency, Federal Aviation Administration, Department of Commerce, FDIC and Department of Interior. Scott has over 29 years of program and project management experience in Government, Financial Services, Consumer and Industrial Products and Telecommunications.
He has a combined twenty five years active duty and reserves and in the US Army with his last fifteen years in the Army Acquisition Corps. Scott holds a BA, MPA and PMP, is previous Chair, PMI Certification Governance Council and represents PwC on the PMI Global Executive Council. Scott is the primary sponsor of the 2012 PwC Global PPM Survey.
About the Monthly Dinner Meetings
The PMIWDC Monthly Dinner Meetings are held at the Sheraton Tysons (8661 Leesburg Pike, Tysons, VA 22182), typically on the second Tuesday of each month (subject to change due to holidays and venue/speaker availability). Members and non-members are welcome to join us for the best speakers and networking the Washington, DC area has to offer.
The presentations are educational and informative to those professionals operating in the field of project management and functioning in leadership roles in industry and government. It is also of great value to those looking to step into the field of Project Management and begin their certification process. Each event will present specific learning points focusing on building a talent triangle of technical, leadership, and strategic and business management skills, unique to the presenter's area of expertise and the subject matter discussed while directly relating to improving the practice of managing projects and leading others. At each Monthly Chapter Event certified PMPs can earn 1 Professional Development Unit (PDU).