eVa20 – Putting Down the Roots for Good Governance

Martin Samphire

16 June 2015

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Martin Samphire

Owner and MD – 3pmxl LtdMember APMMember IoD

Chairman of APM Governance SIG

Sectors –Central Civil Government, Police, Defence, Energy, Financial Services, Construction

3pmxl

Why are we here?

We all want:Successful projects – 100% of time

(meet or exceed benefits)Maximise outcomes from corporate

portfolio of projects (meet or exceed strategic objectives / plan)

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The silver bullet……?

Project successPortfolio success

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Good GovernanceOf projectsOf project management

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Recent Research

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“poor performance results in organisations wasting $109m in every $1bn invested in projects”  “high performing organisations successfully complete 89% of their projects, while low performers complete only 36% successfully”

“Fit-for-purpose governance strongly influences project and programme success”  “higher performance is correlated with higher maturity”.

“there is a highly visible disconnect between Executive Teams and Project Managers”

“C-Suite are often missing in action”.

Misalignment of ‘Run the business’ and ‘Change the business’ results in ‘wastage’ of resources

“only 62% of programmes have an established or mature link between programme objectives and organisational strategy and only 50% of the respondents felt that the boundaries of their organisations portfolio were clearly defined and decision making well supported”

“Just 42% of companies reported having high alignment of projects and organisational strategy” “Companies with high degrees of alignment have more successful projects (69%) compares with companies with low alignment (45%)” 

“80% of the projects with active sponsors reported a success rate of 75%, which is much higher than the average”  “actively engaged sponsors is the top driver of project success” 

Sources:2014 PMI Pulse SurveyPwC 2104 Global SurveyPwC 2012 Global SurveyAPM Factors for Project Success 2014GovSIG Benchmarking

“only 38% of programmes had established processes to identify benefits at the outset” “only 20% had robust benefits measurement processes in place during implementation”

“lower value projects are more successful than large more complicated projects”

“of the success factors, ‘delivery to time’ showed the least success”

“62% of portfolios do not have benefits in the sponsor’s personal performance targets”

“Only 57% of sponsors had received sponsor training”

Good governance has to start at the top The Board – the apexSet the culture, ethics and ‘rules’Best able to influence appropriate

behavioursCan ask the difficult questions

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Directing Change2nd edition 2011

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Co-Directing Change2007 (being updated)

Sponsoring Change2009

Free to APM members at www.apm.org.uk/memberdownloads

Gov SIG Publications

New

Agile Governance (being developed)

msamphire@3pmxl.com

Mob: +44 7798 700314

Office: +44 1189 73011410

3pmxldelivering change together

Upcoming APM GovSIG Events

• Governance and the Magna Carta - 8 July at British Library

• Conference - Achieving change successfully: why good governance matters

-1 October

Details at www.apm.org.uk