 调研统计数据
1. 大多数的项目有变更
Most Projects Still Challenged
2. 项目结果的一些数据
Hard facts about fate of projects
3. 建立PMO中，以下那些因数视为重要的
Which of the following is the most important to your organization in growing the project management office (PMO)?
4. 在你们组织中项目管理工作是集中在某个专门部门负责的呢还是分散在各个部门里的？
Are project management activities centralized in a single department or decentralized in your organization?
5. CIO职业生涯中的最主要的五个职位
Top five positions held by CIO during their career
6. 改进你的项目管理能力的最佳的方法是什么？
What is the best way to improve your ability to manage a project?
7. 项目标准化与项目管理结果的比较
Project outcomes by level of standardization
8. 项目经理人上岗的时间
Bring it on
9. STANDISH 1995 调研报告结果
The Standish Group's 1995 Survey Report
10. Robbins-Gioia 2001年ERP调研结果
Robbins-Gioia (2001) ERP survey
11. 加拿大KPMG1997调研报告
The KPMG Canada Survey (1997)
12. 项目管理中的哪个过程，你碰到的挑战最多或问题最大？
During which PM process groups do you tend to encounter the greatest number of challenges or biggest issues?
13. 在你单位里项目管理的专业人员包括你有多少是全职的
How many professionals in PM work at your work place in full-time capacity, including yourself?
14. 风险矩阵与临界值
Risk matrix and Tolerance bandwidths
15. 你们组织确定项目结束的标准是什么？
What criteria does your company use to denote project completion?
16. 实施业务流程管理后的ROI数据
ROI after BPM Projects
17. 组织在项目管理各个过程中说投入的时间量
Here is how organizations divide up their total effort on project management process areas
大多数的项目有变更
Most Projects Still Challenged
Truly successful projects still are in the minority, The Standish group reports by PMI® “PM Network” 2005, Oct. Issue:
1. 53 % of the projects was late, over budget and / or has less than required scope
2. 18 % of the projects were cancelled prior to completion or delivered and never used
3. ONLY 29 % of the project were delivered on time, within budget and with required scope ^ TOP
项目结果的一些数据
Hard facts about fate of projects
1. 30% of the projects end up being cancelled in midstream
2. More than half of these projects run as high as 190% over budget and 220% over the original time estimate
Based on KPMG, 1997 & Standish Group, 1996 ^ TOP
建立PMO中，以下那些因数视为重要的
Which of the following is the most important to your organization in growing the project management office (PMO) ?
1. 32% - Aligning PMO vision with business strategy
2. 44% - Establishing a governance model with defined processes
3. 11% - Developing a high-performance team
4. 14% - Using performance metrics for improvement and growth
Source: Survey done in April but published in May 2007 “PM Network” from PMI ^ TOP
在你们组织中项目管理工作是集中在某个专门部门负责的呢还是分散在各个部门里的？
Are project management activities centralized in a single department or decentralized in your organization?
1. 30% Centralized
2. 70% Decentralized
Source: 2006 PMI® Pulse of the profession survey
Notes: Results based on an October 2006 survey of 1,365 non-trainer/non-consultant PMI® members from North America, Asia, Pacific, EMEA and Latin America ^ TOP
CIO职业生涯中的最主要的五个职位
Top five positions held by CIO during their career
1. 82% project manager
2. 74% interface between IT and business functions
3. 62% consultant
4. 43% managed an organization during a crisis
5. 30% ran a company or profit & loss center
Source: “The 30 most important IT Trends for 2007” CIO Insight
Note: Results based on 13 surveys of thousands of IT executives in 2006
^ TOP
改进你的项目管理能力的最佳的方法是什么？
What is the best way to improve your ability to manage a project?
1. 57% Advanced project management skills training
2. 50% better communication skills
3. 43%improved project mentoring and coaching skills
Source: Annual survey of Project Managers, Business improvement architects, Toronto, Ontario, Canada
Notes: Results based on a March 2006 survey of 120 project managers from countries of North America, Asia, Pacific, EMEA and Latin America
^ TOP
项目标准化与项目管理结果的比较
Project outcomes by level of standardization
Organizations that consistently employ standardized practices are more likely to complete projects on time and within budgets.
Source: 2006 PMI® Pulse of the Profession Survey
Note: Results based on October 2006 survey of 1,365 non-trainer / non-consultant PMI® member from North America, Asia Pacific, EMEA and Latin America ^ TOP
项目经理人上岗的时间
Bring it on
From your experiences, at what point is it best to bring the project manager on board?
1. 57% say soon after the project request is submitted
2. 28% say after the business case has been approved
3. 15% say once an approved charter exists
Sources: allPM.com June poll results
Note: Results based on 246 responses received online as of 20 September 2006 ^ TOP
STANDISH 1995 调研报告结果
The Standish Group's 1995 Survey Report
1. Cancel Rate 31.1%
2. 52% of the projects demonstrated a cost of 189%
3. Only 42% of the features were implemented ^ TOP
Robbins-Gioia 2001年ERP调研结果
Robbins-Gioia (2001) ERP survey
· 51% unsuccessful ^ TOP
加拿大KPMG1997调研报告
The KPMG Canada Survey (1997)
· More than 75% demonstrated schedule overrun of > 30%
· Over half missed their original budgets ^ TOP
项目管理中的哪个过程，你碰到的挑战最多或问题最大？
During which PM process groups do you tend to encounter the greatest number of challenges or biggest issues?
Initiating: 7%
Planning: 27%
Executing: 48%
Monitoring and controlling: 18% ^ TOP
在你单位里项目管理的专业人员包括你有多少是全职的
How many professionals in PM work at your work place in full-time capacity, including yourself?
13% Only myself
40% 2-5 staffs
13% 6-12 staffs
34% 13 or more ^ TOP
风险矩阵与临界值
Risk matrix and Tolerance bandwidths
The combination of probability and impact creates a risk score that can be used in the decision-making process and as a project-control mechanism
 ^ TOP
你们组织确定项目结束的标准是什么？
What criteria does your company use to denote project completion?
52.34% Organization does not offer project rewards.
27.34% Customer satisfaction, high quality
20.31% On time, budget, within budget
Source: allPM.com member poll, results as of 15 June, 2004 ^ TOP
实施业务流程管理后的ROI数据
ROI after BPM Projects
^ TOP
组织在项目管理各个过程中说投入的时间量：
Here is how organizations divide up their total effort on project management process areas:
Note: Results based on survey of 364 projects management practitioners at organizations that closed a total of 16,110 projects over 12 months, costing organizations a total of $29.8billion.
Sources: The state of project management 2006, center for business practices, Havertown, Pa., USA. ^ TOP
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