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    Pulse Data Highlights

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    alejandromonina
    The document discusses the high costs of low organizational performance. It finds that high-performing organizations have twice as many successful strategic initiatives, are three times as likely to have high organizational agility, and are twice as likely to have projects highly aligned to strategy compared to low-performing organizations. It identifies three focuses for organizational success: managing talent and change, project management maturity, and benefits realization.

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    Pulse Data Highlights

    Uploaded by

    alejandromonina
    51 views1 page
    The document discusses the high costs of low organizational performance. It finds that high-performing organizations have twice as many successful strategic initiatives, are three times as likely to have high organizational agility, and are twice as likely to have projects highly aligned to strategy compared to low-performing organizations. It identifies three focuses for organizational success: managing talent and change, project management maturity, and benefits realization.

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    Pulse Data Highlights

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    The document discusses the high costs of low organizational performance. It finds that high-performing organizations have twice as many successful strategic initiatives, are three times as likely to have high organizational agility, and are twice as likely to have projects highly aligned to strategy compared to low-performing organizations. It identifies three focuses for organizational success: managing talent and change, project management maturity, and benefits realization.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    51 views1 page

    Pulse Data Highlights

    Uploaded by

    alejandromonina
    The document discusses the high costs of low organizational performance. It finds that high-performing organizations have twice as many successful strategic initiatives, are three times as likely to have high organizational agility, and are twice as likely to have projects highly aligned to strategy compared to low-performing organizations. It identifies three focuses for organizational success: managing talent and change, project management maturity, and benefits realization.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 1

    | A SNAPSHOT

    THE
    HIGH
    COST
    OF
    LOW
    PERFORMANCE
    2014
    2014

    THE SITUATION

    HIGH-PERFORMING VS. LOW-PERFORMING ORGANIZATIONS*

    $109 76 vs 38
    MILLION

    Poor performance results in organizations


    wasting US$109 million for every US$1
    billion spent on projects

    44%

    of strategic initiatives are

    unsuccessful
    WHY DO PROJECTS FAIL?

    58

    LACK OF ALIGNMENT

    Percentage of projects not highly aligned to


    organizational strategy

    LACK OF AGILITY

    Percentage of organizations that report high


    organizational agility

    9
    %

    LACK OF EXECUTION

    15
    %

    Percentage of organizations that consider


    themselves excellent at executing strategy
    PMI.ORG/PULSE

    Percent

    Percent

    High performers have twice as many successful strategic


    initiatives vs. low performers

    31 9 57 28
    vs

    Percent

    vs

    Percent

    High performers are three times as likely to have high


    organizational agility

    Percent

    Percent

    High performers are twice as likely to have high alignment


    of projects to organizational strategy

    Three Strategic Focuses That Drive Organizational Success

    PEOPLE

    PROCESSES

    Managing Talent and Change

    Project, Program and Portfolio


    Management Maturity

    Benefits Realization

    strategic initiatives by effectively managing their project

    High-performing organizations fully understand the value

    measuring and communicating the intended benefits of

    management talent. Furthermore, they demonstrate

    of project management, have a project management office

    projects and programs.

    successful organizational change management, which is

    (PMO) and use standardized project management

    more effective with actively engaged sponsors.

    practices throughout the organization.

    High performers achieve significantly more successful

    times

    Twice as many high performers have actively


    engaged sponsors compared to low performers.

    times

    Four times more high performers have project,


    program and portfolio management that is highly
    mature compared to low performers.

    * High performers are organizations that achieve 80 percent or more of projects on time, on budget and meeting original goals.
    Low performers are organizations that achieve 60 percent or fewer projects on time, on budget and meeting original goals.

    OUTCOMES

    Organizations need to focus on effectively establishing,

    times

    Five times more high-performing organizations


    have highly mature benefits realization compared
    to low-performing organizations.

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