Source: PMI’s 2015 Thought Leadership Series on Portfolio Management: The Practitioner’s Perspective: Winning Through Project Portfolio Management (in partnership with BCG); Implementing the
Project Portfolio: A Vital C-Suite Focus (in partnership with EIU); and Delivering on Strategy: The Power of Portfolio Management (in partnership with Deloitte).
High-maturity organizations cancel fewer projects (12%)
compared to low-maturity organizations (19%). Why?
Leadership, Sponsorship and Support
An Enabling Culture
ing and prioritizing
enable change and
Projects with clearly
defined financial and
85% 58% 55% 55% 83% 83%
What organizations say is the top criterion for making portfolio decisions:
Alignment with strategy “gut feel” of senior decision makers
High maturity Low maturity
89% 73% 9% 31%
Some of the biggest discrepancies between high- and low-performing organizations:
Setting the Agenda
Most C-suites aren’t championing
strategic portfolio management.
say that senior
engage in portfolio
say senior executives
are actively engaged.
members of the
following their own
interests and pet
83% of executives
leaders say portfolio
a high strategic
56% at other
A culture of portfolio management is built on two dimensions:
1Intellectual: The organiza- tion values objective, quanti- fiable facts, not gut instinct. 2Emotional: There’s no stigma of failure if a project has to be shut down.
Organizations that say their C-level executives
are strong advocates of portfolio management.
a culture explicitly
supportive of portfolio
sponsors are the top
driver of project success,
they are assigned to
fewer than two-thirds
of projects and
Tools such as lead indicators generate operational
insight, aiding course corrections and re-scoping.
Still, 33% of respondents say their firms are too
slow to terminate projects that should be ended.
Projects are fixed
before they reach the
point where cancella-
tion is the only option.