2011 NATIONAL REPORT

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1 2011 NATIONAL REPORT

2 ABOUT PMI AND THE PMSURVEY.ORG PMI Project Management Institute is a nongovernmental, non-profit organization that leads the development of the discipline Project Management in the world. PMI now has more than 350,000 affiliated members in nearly 200 countries. Founded in the United States in 1969, PMI is represented worldwide by more than 300 regional sections, also called chapters. The PM SURVEY.ORG is one of the major research initiatives in the world on the topic of project management. It has become a reference for professionals, students, universities, and organizations that are looking for an overview of how project management practices are being used in organizations around the world and what results have been obtained through their use. Because the information collected by the PMSURVEY.ORG represents how organizations are working on topics related to project management, it should not be viewed as a guide or a set of best practices. The use of this report is free to the global project management community. Reference: PMSURVEY.ORG 2011 Edition. Project Management Institute Chapters. "

3 LEADERSHIP AND PARTICIPATING ORGANIZATIONS The chapters that led this initiative in the PMSURVEY 2011 Edition were as follows: Amazonas, Brazil Bahia, Brazil Buenos Aires, Argentina Ceará, Brazil Central Ohio, USA Distrito Federal, Brazil Espírito Santo, Brazil Goiás, Brazil Minas Gerais, Brazil Montevideo, Uruguay Nuevo Cuyo, Argentina Paraná, Brazil Paris, France Pernambuco, Brazil Rio de Janeiro, Brazil Rio Grande do Sul, Brazil Santa Catarina, Brazil São Paulo, Brazil In the 2011 Edition of PMSURVEY.ORG, 754 organizations participated, all of them based in Brazil. Visit to find the name of these organizations.

4 FOUNDER SPONSOR The technological tools that support the PMSURVEY.ORG were developed by an important Brazilian partner: Project Builder. Project Builder was founded in 2002, and provides its customers in Brazil and abroad one of the most successful project management software products developed: Project Builder. It is a powerful tool to manage projects, programs, and portfolios, integrating initiatives from the strategy to the projects. Project Builder is the founding sponsor of the PMSURVEY.ORG, and is a major sponsor of PMI conferences in Brazil. Its participation in this initiative was essential to make the dream into reality. Our sincere thanks go to Project Builder because its leaders believed in the PMSURVEY.ORG initiative and joined resources to make it something that will benefit the global project management community.

5 SILVER SPONSOR Serasa Experian is a sponsor of the PMSURVEY.ORG and their support was important to make possible the construction and consolidation of this international initiative. Serasa Experian, part of the Experian Group, is the largest credit bureau in the world outside the United States, holding the most extensive database on Latin American consumers, businesses and economic groups. For over 40 years in the Brazilian market, Serasa Experian is part of most business and credit decisions in the country. Serasa Experian is one of the most mature organizations in project management in Brazil, and regularly supports and participates in activities of the Project Management Institute in the country, contributing significantly to the development of local project management practices.

6 TRIBUTE TO THE VOLUNTEER TEAM This report is the result of the work of several volunteer professionals from different countries. Below, in alphabetical order are the names of these professionals, who made history in 2011 by giving an enormous contribution to the continuing development of PMSURVEY.ORG. Americo Pinto, Coordinator Global, Brazil Ana Baumotte, Rio de Janeiro Chapter, Brazil Anderson Costa, São Paulo Chapter, Brazil Bert Cousins, Central Ohio Chapter, USA Cassio Germano, Ceará Chapter, Brazil Cecilia Boggi, Buenos Aires Chapter, Argentina Cristina Serravalle, Bahia Chapter, Brazil Danilo Velloso, São Paulo Chapter, Brazil Edivandro Conforto, São Paulo Chapter, Brazil Edna Campos, Bahia Chapter, Brazil Farhad Abdollahyan, São Paulo Chapter, Brazil Felipe Gutierrez, São Paulo Chapter, Brazil Flavio Luiz Silva, Pernambuco Chapter, Brazil François Delignette, Paris Chapter, France Gloria Folle Estrada, Montevideo Chapter, Uruguay Gutenberg Silveira, São Paulo Chapter, Brazil Ines Cibils, Montevideo Chapter, Uruguay Isabelle Levavasseur, Paris Chapter, France Jandir Nicoli Junior, Espírito Santo Chapter, Brazil Lélio Varella, Rio de Janeiro Chapter, Brazil Lionel Bourceret, Paris Chapter, France Luiz Henrique Brillinger, Santa Catarina Chapter, Brazil Marcelo Cota, Distrito Federal Chapter, Brazil Marcelo Matos, Rio de Janeiro Chapter, Brazil Marcia Aguiar, Amazonas Chapter, Brazil Mario Soruli, Nuevo Cuyo Chapter, Argentina Mario Valle, Amazonas Chapter, Brazil Mauro Jucá, Bahia Chapter, Brazil Mauro Sotille, PMI Mentor Região 13, Brazil Miriam Machado, Espírito Santo Chapter, Brazil Pablo Lledo, Nuevo Cuyo Chapter, Argentina Patricia Farias, Rio de Janeiro Chapter, Brazil Patricia Inês, Paraná Chapter, Brazil Paul E. Shaltry, Central Ohio Chapter, USA Paula Zygielszyper, Rio de Janeiro Chapter, Brazil Paulo Alves Jr., Goiás Chapter, Brazil Ramon Pereira, Minas Gerais Chapter, Brazil Raúl Bellomusto, Buenos Aires Chapter, Argentina Rogerio Severo, Rio Grande do Sul Chapter, Brazil Sarkis Mahdasian, Central Ohio Chapter, USA Sueli Barroso, Minas Gerais Chapter, Brazil Walther Krause, Rio de Janeiro Chapter, Brazil Yves Cavarec, Paris Chapter, France We also honor the Presidents of all PMI Chapters associated with PMSURVEY.ORG, for all help and support.

7 TECHNICAL APPROACH This study addresses eight important aspects to identify the alignment of organizations with the best practices in Project Management. The analysis of each of these eight aspects is depicted in this study.

8 DATA SECURITY The security of the organization s data is the most important point of this initiative and, therefore, receives special treatment, which has ensured the credibility of the PMSURVEY.ORG for nearly a decade. All information provided by the participating organizations is treated absolutely confidential. No user has access to individual records of the PMSURVEY.ORG database. All reports have only consolidated information through graphs with percentages, making it impossible to identify any specific organization. Additionally, it is not possible to generate custom reports for filters that do not have at least four records of participating organizations, further enhancing system security. Under no circumstances are the data provided by organizations sold or shared with others. Additionally, data are not used for any other purpose not related to PMSURVEY.ORG.

9 2011 EDITION RESULTS

10 Organizations Profile This section aims to draw a profile of participating organizations

11 1 - Profile of Organizations by State

12 2 - Profile of Organizations by Region

13 3 - Profile of Organizations by Industry

14 4 - Profile of Organizations by Annual Revenue

15 5 - Profile of Organizations by Number of Employees

16 6 - Profile of Organizations by Project Budget

17 7 - What is your role in the organization?

18 8 - Profile of Organizations by Project Type

19 Organizational Culture This section aims to present information on the culture of organizations in project management. With this you can understand how they are culturally prepared to develop its professionals and their practices in project management and how this environment is able to support these initiatives.

20 9 - Level of Resistance to the Project Management

21 10 - Level of support from top management to the Project Management

22 11 - Level of commitment of your organization to project planning

23 12 - Level of commitment of your organization to project controlling

24 Organizational Structure This section aims to present the characteristics of organizational structures and analyze how organizations are structured to manage their projects.

25 13 - Types of organizational structures in use

26 14 - People Responsible for Project Management in Organizations

27 15 - Percentage of professionals dedicated exclusively to projects

28 16 - The significance of having professionals exclusively dedicated to project management activities

29 17 - The role "Project Manager" formally exist in the organizational structure?

30 18 - Balance of priority between projects and processes in the Organization

31 Project Portfolio Management This section aims to present how organizations are managing their portfolio of projects, with regard to practices, processes, definition of responsibilities and level of maturity.

32 19 - Level of Alignment between Strategy and Projects

33 20 - Level of use of the Balanced Scorecard - BSC

34 21 - Level of use of selection and prioritization process for the portfolio

35 22 - Level of use of the process for monitoring portfolio performance

36 23 - Percentage of completed projects

37 24 - Area in the organization responsible for conducting the processes of project portfolio management

38 25 - Portfolio Management practices used by organizations that cited each item

39 26 - Level of use of the concept of "program" in Organizations

40 Project Management Office - PMO This section aims to present a vision of how the Project Management Office (Project Office) has been used by organizations in supporting the development of their projects, highlighting aspects such as structure, levels of reporting, processes and roles and responsibilities.

41 27 - Organizations that established an Enterprise PMO

42 28 - Report of the Enterprise PMO

43 29 - Number of Professionals in the Enterprise PMO

44 30 - Report of Project/Program Managers to the Enterprise PMO

45 31 - Number of PMOs (Enterprise PMO not included)

46 32 - Areas of the Organization that have PMOs

47 33 - Number of Professionals in the Departmental PMOs

48 34 - Report of Project Managers / Program to the Departmentals PMOs

49 35 - Functions of the PMOs

50 36 - Maturity Level of PMOs

51 37 - Lifetime of the PMOs

52 38 - Perception of Value of the PMOs

53 39 - Organizations that have had failed attempts at implementing PMOs

54 40 - Reasons for the failure to implement PMOs that cited each item

55 41 - Intention of implementing new PMOs

56 Processes and Methodology This section aims to show how organizations are employing best practices in project management.

57 42 - Use of Benchmarking practice

58 43 - Degree of awareness and use of Project Management Maturity Models

59 44 - Project Management Maturity Models in use that cited each item

60 45 - Use of a Project Management Methodology

61 46 - Types of Agile Methodologies used for Project Management

62 47 - Areas of the Organization using Project Management methodology that cited each item

63 48 - Level of use of Project Management Methodologies

64 49 - Aspects considered in the Project Management Methodology that cited each item

65 50 - Documents and practices used in Project Management Methodologies that cited each item

66 51 - Use of EVA (Earned Value Analysis / Earned Value Analysis)

67 52 - How is the management of risks in the organizations

68 53 - Communication channels used by project teams that cited each item

69 54 - Tolerance Level for Changes in Scope

70 55 - Project Management Maturity Level of Organizations

71 Professional Development This section aims to examine the degree to which organizations the most important professional development practices, and to identify trends in the organizations surveyed.

72 56 - Hierarchical Levels formally trained in project management in the last 12 months that cited each item

73 57 - Existence of formal training program in Project Management, which does not include preparation for PMP certification

74 58 - Existence of a formal program to prepare for PMP certification

75 59 - Requirement of PMP certification for Project Managers

76 60 - Requirement of PMP certification for Suppliers

77 61 - Average monthly wages of project managers

78 62 - Most valuable competencies to manage projects that cited each item

79 63 - Main shortcomings of project managers that cited each item

80 Technology and Tools This section aims to examine what technologies are being used by support professionals in Project Management and Organizations and to what extent can collaborate for results.

81 64 - Use of a Project Management Software in the Organization

82 65 - Project Management Software most used that cited each item

83 66 - Level of usage of the Project Management Software

84 67 - Users of Project Management Softwares that cited each item

85 68 - Most important features in a Project Management Software that cited each item

86 69 - Use of a tool for the management (storage and retrieval) of knowledge acquired in projects

87 Performance and Results This section aims to examine theproject management performance and the benefits perceived by organizations also identifying the main problems, needs and critical success factors.

88 70 - Use of financial bonus for the project manager and the project team

89 71 - Frequency of projects undertaken have achieved goals of time, cost, quality and customer satisfaction (internal or external)

90 72 - Frequency of time problems in projects

91 73 - Frequency of cost problems in projects

92 74 - Frequency of quality problems in projects

93 75 - Frequency of customer satisfaction problems in projects

94 76 - Percentage of average deviation in the budget of the projects

95 77 - Frequency of problems related to realization of benefits and return on investment

96 78 - The most common problems in projects that cited each item

97 79 - The level of awareness of Top Management about the benefits of the implementation of Project Management practices

98 80 - The level of awareness of the Organization about the benefits arising from Project Management

99 81 - Benefits attributed to Project Management that cited each item

100 82 - Areas for investment in the next twelve months that cited each item

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