Research: 2012 Enterprise Project Management
Sexy Is as Sexy Does
Technology projects can make or break a business, so the way you organize and execute on them is a big deal. Our InformationWeek 2012 Enterprise Project Management Survey of 508 business technology professionals shows that, as you might expect for a complex subject, there's no project management silver bullet. Perhaps most importantly, organizations cannot expect the project management office--with a budget of less than 2% of total IT spending--to run everything. IT staffs must lend a hand and, more importantly than fancy project management certifications, have the soft skills to do so.
"Whole-business thinking" must start to permeate business technology projects, and executives must get on board as well. The idea that all projects must succeed has to go away, replaced by the lean ideal of "fail fast"--that is, before large investments are made. Project managers need to continue to engage in their controlling activities, but be more mindful of the linkage to the business, and use success metrics that measure business success, not mere utilization or adoption.
Technology projects that are going to positively influence your business are also very likely to meet resistance from your employees. And that's a problem, because, while your initiative may succeed in the short run, you can bet your bottom dollar that it won’t thrive long term if employees' hearts and minds haven't been won. Organizational change management may be new to your project management office, but it's a critical component. In this report, we discuss how to run projects in a nimble manner, including a rundown of the lean model. (R3580112)
Survey Name InformationWeek 2012 Enterprise Project Management Survey
Survey Date September 2011
Region North America
Number of Respondents 508
Purpose To determine the role of project management programs in the enterprise
Methodology InformationWeek surveyed business technology decision-makers at North American companies. 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.
Table of Contents
3 Author's Bio
4 Executive Summary
5 Research Synopsis
6 Sexy Is as Sexy Does
8 Big Brother, Bother and Benefit
11 Lean and Clean
16 Tool or Straitjacket?
19 The Big Change
24 Appendix
28 Related Reports
Figures
6 Figure 1: Project Management Office
7 Figure 2: IT Project Management Without a PMO
8 Figure 3: Staff Certification in Project Management
9 Figure 4: Reasons for Implementing a Project Management Office
10 Figure 5: Factors Determining PMO Project Management
11 Figure 6: Use of Formal Project Management Methodologies
12 Figure 7: Project Management Benefits
13 Figure 8: On-Time Project Delivery
14 Figure 9: Business User Satisfaction With IT Project Delivery
15 Figure 10: Project Management Tools in Use
16 Figure 11: Vendor Project Management Tools in Use
17 Figure 12: Project Management Tools for Future Adoption
18 Figure 13: Reasons for Not Delivering Expected Results
19 Figure 14: Frequency of Formal Project Reviews
20 Figure 15: Business Attitude Toward IT Projects
21 Figure 16: New IT Project Budget Allocation
22 Figure 17: Impact of Cloud Computing on IT Project Management
23 Figure 18: Percentage of Time Spent on Project Management
24 Figure 19: Job Title
25 Figure 20: Company Revenue
26 Figure 21: Industry
27 Figure 22: Company Size
About the Author
Jonathan Feldman serves as director of information technology services for a city in North Carolina. The city has won several technology innovation awards during his tenure, including the International Economic Development Council New Media Award. He has also directed professional services in the private sector, providing security and network infrastructure services to the military, healthcare, financial services and law enforcement markets.
Jonathan has worked for 20 years in the fields of IT security, reliability and human resources management, and has written, taught and consulted extensively on these topics, notably as co-author of Maximum Security and author of Teach Yourself Network Troubleshooting. His writing, which readers call “funny and easy to read,” has been translated into many different languages. As an award-winning Network Computing and InformationWeek contributing editor, he has worked with dozens of public- and private-sector organizations to document real business benefits, risks and appropriate governance of new technologies and surrounding practices and procedures.
A speaker at regional and national venues, including Interop, PC Expo, CNet Radio, The Institute of Internal Auditors and for the United States Army, Jonathan has been active in the community with organizations such as Infragard and GMIS International. He holds an MS degree from Georgia Tech.
Write to him at jf@feldman.org.
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