Chapter 1
Snapshot of key results
The survey identified a set of key challenges in delivering transformation projects.
Purpose
While 67% of project teams are aware of the purpose of the project only 54% of the project leadership teams are using purpose as a tool to drive delivery.
When deciding whether to take on a project the actual purpose and outcome ranks low in the selection process with cost, complexity and regulatory obligation all ranking higher. As a result, many organisations are engaged in projects that are not aligned to achieving the strategic plan.
Project teams
67%were aware of the project’s purpose
Project leadership teams
54%use purpose to drive delivery
Organisations
19%describe the methodology used as ‘repeatable’ or ‘optimised’
Purposeful companies create value across all dimensions of their organisation meaning that they are better at linking values, strategy and decision making, driving innovation, and delivering transformation. 91% of purposeful companies believe that their well-integrated purpose helps them remain focused on what matters in a disrupted world.
Project management methodologies
The most common approaches used are Agile at 37% and PRINCE2 at 42%.Only 19% describe the methodology used as ‘repeatable’ or ‘optimised’, showing that while a methodology may be in place it is at a low level of maturity in most organisations. Only 40% of organisations use formal training to develop project management skills and maturity.
32% of organisations are not implementing change management or business readiness activities as part of their project. This can lead to ineffective delivery of project outcomes because key stakeholders are not brought along the journey of the project resulting in difficult and lengthy transitions to business as usual when the project is completed.
Leadership and governance
52% of projects are managed through loose, informal controls with heavy dependence on informal relationships which seems to provide flexibility – however, it often leads to unrecorded decisions, siloed decision making and poor project governance.
The most common concern identified in governance is a change in leadership and the broader organisational impact. However, an organisation-wide standard and methodology for project management should mitigate this by providing consistent ways of working, coupled with a clear purpose which any changes should align to.
Projects
52%do not have a structured governance model
Governance is at the heart of decision making and organisations that create effective governance structures see measurable results in obtaining and keeping the best employees, build trust with stakeholders, maintain delivery timelines and continue to attract, retain and engage customers.
Outcome delivery
Only 50% of projects deliver the expected outcomes
The key factors that influence a more positive outcome are:
- Projects that are based on a clear business case and clear benefits are 12% more likely to deliver the desired outcomes
- Projects with stronger risk management frameworks are 12% more likely to deliver the desired outcomes
- Organisations that engage in ongoing project management training are 14% more likely to deliver the desired outcomes
Chapter 3
Delivering successful outcomes during uncertain times
Structured approaches to delivery with strong leadership, all underpinned by purpose.
Summary
To deliver effective change or reform, a programme needs to be rooted in a common goal or purpose, with all stakeholders committed to the desired outcome. EY Ireland Project and Programme Management Guide captures practical steps can take to implement purpose successfully.
