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Industry Surveys Reveal That Organizations With IT Governance Practices Are More Successful January 12, 2004, Alexandria, Virginia— Robbins-Gioia, LLC, the leading provider of program management consulting solutions, today released the results of two surveys that show that the implementation of business case processes enable organizations to eliminate more than 90 percent of organizational project redundancy. The survey, conducted at two of the most highly regarded yearly program and project management events—2003 ProjectWorld East, Boston, and PMI 2003, Baltimore—helped identify key business challenges and trends facing organizations today. Each survey was intended to determine the level of project management maturity across industries, as well as perceived value and importance of project management training. Specifically, the surveys measured organizational/operational impact of having (or lacking) structured processes to reduce costs, enhance efficiency, and optimize results (for example, portfolio management, program management offices, and business cases) in large, highly complex business environments. Approximately 100 respondents were surveyed at both shows representing a cross segment of industries—including financial services, IT, healthcare, telecommunications, retail, and government—as well as a range of revenue from $250 million to more than $1 billion. Similarities in responses emphasized what project management leaders see as the most pivotal business issues today. Respondents from both conferences identified:
In addition, the majority of organizations reported they have a process in place to align projects and programs with strategic goals. Although these processes are not always consistently followed, 90 percent of the PMI respondents with a business case process in place showed less than 10 percent project redundancy. And nearly 65 percent of ProjectWorld respondents with a portfolio management process in place showed the fewest number of redundant initiatives in their organizations. Tellingly, of those PMI respondents that said their organizations “manage projects very well,” 75 percent indicate their organizations place significant value on project management competence, training, and/or certification. Likewise, of those ProjectWorld respondents from organizations placing significant value on project management training, nearly half indicated that they manage projects very well or perfectly. In both cases, those organizations that place value on project management competence, training, and/or certification tend to manage projects more successfully. Of the respondents that indicated little to no value being placed on project management training and/or certification, not one indicated that projects were managed well. “These surveys bring out two key findings,” said Eric Gioia, executive vice president, Robbins-Gioia. “First, it is clear that organizations with processes that align their projects with their goals have a clearer vision—and less redundancy—than those without such processes, even if they are not always followed. Second, organizations that value and pursue project management training are way ahead of the game.” “Although the survey results are mostly based on responses from project management professionals in private industry, they re-emphasize what their counterparts in the public arena are dealing with now,” said Patricia Davis-Muffett, vice president for marketing, Robbins-Gioia. “Business cases and portfolio management—and the training you need to plan and implement these disciplines—are absolutely critical to project success.” About Robbins-Gioia
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