Preliminary results of survey on public projects performed May - July 2014

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1 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. Preliminary results of survey on public projects performed May - July 214 with kind support of PMI Government Community of Practice 1. How would you assess the complexity of public projects in relation to private projects in the following areas? - private are more complex As a whole 1 - generally no difference or difficult to say public are more complex 36 -private are more complex 1 -generally no difference or difficult to say 2 -public are more complex say - private are more complex generally no difference or difficult to public are more complex Stakeholder management -private are more complex 1 -generally no difference or difficult to say 2 -public are more complex Strona 1 z 34

2 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. - private are more complex generally no difference or difficult to 83 say 2 - public are more complex Procurement management private are more complex1 -generally no difference or difficult to say 2 -public are more complex - private are more complex generally no difference or difficult to 153 say public are more complex Communications management -private are more complex1 -generally no difference or difficult to say 2 -public are more complex Strona 2 z 34

3 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. - private are more complex generally no difference or difficult to 223 say 2 - public are more complex Scope management private are more complex1 -generally no difference or difficult to say 2 -public are more complex - private are more complex generally no difference or difficult to say 2 - public are more complex Time management private are more complex1 -generally no difference or difficult to say 2 -public are more complex Strona 3 z 34

4 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. - private are more complex generally no difference or difficult to 16 say public are more complex Cost management private are more complex1 -generally no difference or difficult to say 2 -public are more complex - private are more complex generally no difference or difficult to 243 say public are more complex Quality management -private are more complex1 -generally no difference or difficult to say 2 -public are more complex Strona 4 z 34

5 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. - private are more complex generally no difference or difficult to 18 say 2 - public are more complex HR management private are more complex1 -generally no difference or difficult to say 2 -public are more complex - private are more complex generally no difference or difficult to say 2 - public are more complex Risk management private are more complex1 -generally no difference or difficult to say 2 -public are more complex Strona 5 z 34

6 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. - private are more complex generally no difference or difficult to 227 say 2 - public are more complex Integration management private are more complex1 -generally no difference or difficult to say 2 -public are more complex Strona 6 z 34

7 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. 2. Stakeholder influence on public projects in institution you work for - they have no influence they are consulted, but their opinion 168 does not have to be taken into account 2 - their opinion is essential; no decision may be inconsistent with it they have no influence they are consulted, but their opinion does not have to be taken into account 2 - their opinion is essential; no decision may be inconsistent with it they have no influence they are consulted, but their opinion does not have to be taken into account 2 - their opinion is essential; no decision may be inconsistent with it Selecting initiatives for execution they have no influence 1 -they are consulted, but their opinion does not have to be taken into account 2.2 The way of project execution 3 2 -they have no influence 1 -they are consulted, but their opinion does not have to be taken into account 2.3 Evaluating project benefits they have no influence 1 -they are consulted, but their opinion does not have to be taken into account 2 -their opinion is essential; no decision may be inconsistent with it 2 -their opinion is essential; no decision may be inconsistent with it 2 -their opinion is essential; no decision may be inconsistent with it Strona 7 z 34

8 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. 3. Stakeholders in projects performed by the institution you work for may learn about public projects and their status from: Internet portals 328 Reports of public institutions / bodies 323 Printed newspapers and magazines 223 Newsletters 26 Social media (FaceBook, Twitter etc.) 137 Other 11 None Strona 8 z 34

9 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. 4. The institution for which you work applies project management methodology defined on the level of: This institution 143 Department / ministry 134 No methodology 14 Unitary state or federal 73 Constituent state This institution Department / ministry No methodology Unitary state or federal Constituent state Strona 9 z 34

10 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. 5. The methodology is mostly based upon: PMBOK Guide 239 Not based upon external methodologies 63 Agile (any type) 23 Prince2 2 IPMA ICB 1 Other Other IPMA ICB Prince2 Agile (any type) Not based upon external methodologies PMBOK Guide Strona 1 z 34

11 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. Scope manageme The methodology covers 4 Cost management Time management 327 Quality management 287 Risk management Procurement management 28 2 Communications management 274 Stakeholder management 247 Human resources management 227 Program management Project integrity management 164 Project portfolio management 137 Other 14 Strona 11 z 34

12 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. 7. Projects or programs carried out by the institution for which you work are subject to a formal governance process Yes 355 No 11 I don't know Yes No I don't know By the institution in which projects are carried out 8. The governance process is performed: By another institution external to the institution carrying out the project I don't know By the institution in which projects are carried out By another institution external to the institution carrying out the project I don't know Strona 12 z 34

13 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. 9. Are there any regulations for public procurement in your country? Yes 463 No 9 I don't know Are there any regulations for public PROJECTS in your country? Yes 312 No 122 I don't know Yes No I don't know Yes No I don't know Strona 13 z 34

14 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. 11. Are any project management credentials required to manage projects in the institution for which you work? Yes 141 No 332 I don't know Yes No I don't know 12. In the institution you work for projects must be managed by persons holding: PMI credentials 86 Any PM credentials 62 Certified by employing institution Credentials of local institutions 32 Prince3 credentials 2 Any PM credentials 19 Registered managers 14 Other 14 IPMA credentials PMI credentials Any PM credentials Certified by employing institution Credentials of local institutions Prince3 credentials Any PM credentials Registered managers Other IPMA credentials Strona 14 z 34

15 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. 13. For contracts executed by the institution you work for: There are rules enabling companies to take part in public bids established outside my institution There are rules enabling companies to take part in bids established by my institution 15 3 There exists a register of companies verified for projects established by my institution 5 No such rules nor registers exist 28 I don't know There exists a register of companies verified for projects established outside my institution No such rules nor registers exist There exists a register of companies verified for projects established by my institution There are rules enabling companies to take part in bids established by my institution There are rules enabling companies to take part in public bids established outside my institution 23 There exists a register of companies verified for projects established outside my institution I don't know 27 Strona 15 z 34

16 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. 14. Projects are initiated in this institution on the basis of existing strategies (of this institution, administrative unit to which the organization is attached, higher administrative unit): Always 97 Almost always 27 In approximately half of cases 94 Almost never 48 Never 5 It is hard to say / I don't know The institution for which you work may cooperate with / use support of a PPMO Belonging to this institution 241 Belonging to another institution (e.g. ministry), to which this institution is subordinated Independent of this institution (e.g. another ministry) Does not cooperate with a PPMO 175 Always Belonging to this institution Almost always In approximately half of cases Belonging to another institution (e.g. ministry), to which this institution is subordinated Almost never Independent of this institution (e.g. another ministry) Never It is hard to say / I don't know Does not cooperate with a PPMO Strona 16 z 34

17 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. 16. Please indicate the areas supported / performed by PPMO / PPMO employees for projects of the institution you work for: 2 Full project management Project oversight / control Program management Project portfolio management Cost management Project / program / portfolio methodology management Training Scope management Risk management Other Tools support (provision and maintenance 152 of software tools) TIme management 15 Human resources management Integration management Stakeholder management Communications management Quality management Procurement management TIme management Tools support (provision and maintenance of Risk management Scope management Training Project / program / portfolio methodology Cost management Project portfolio management Program management Project oversight / control Full project management Procurement management 138 Quality management 127 Communications management 121 Stakeholder management 121 Integration management 117 Human resources management 99 Other 6 Strona 17 z 34

18 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. 17. How would you rate the public project management system, in which you work? Initial Complete Initial Complete 18. Has the institution for which you work a plan or strategy for public project implementation system improvement: One defined by bodies external to this institution (e.g. a strategy at the state level, a strategy for your sector) One defined by this institution 189 One defined by another body 3 Is not defined 159 I don't know One defined by bodies external to this institution (e.g. a strategy at the state level, a strategy for One defined by this institution One defined by another body Is not defined I don't know Strona 18 z 34

19 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. 19. Influence of public project management practices on an institution's success 19.1 Aligning public projects with a strategy (of a country, state, territory, institution etc.) None Essential None Essential 19.2 The recognition of project management as a strategically important capability of public institutions None Essential None Essential Strona 19 z 34

20 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland Defining ways of development for public project implementation systems None Essential None Essential 19.4 Public project portfolio management None Essential None Essential Strona 2 z 34

21 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland Establishment and work of Public Project Management Offices None Essential Defining public project governance processes None Essential None Essential None Essential Strona 21 z 34

22 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland Defining and using project / program management methodologies None Essential Evaluating and improving public institutions' project management organizational maturity None Essential None Essential None Essential Strona 22 z 34

23 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland Defining rules for admitting only qualified persons (holding credentials) into public projects management None Essential None Essential 19.1 Defining rules for admitting only verified vendors in public projects management None Essential None Essential Strona 23 z 34

24 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland Establishing a system for informing stakeholders about projects None Essential None Essential Involvement of external stakeholders in projects None Essential None Essential Strona 24 z 34

25 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland Establishing regulations on public procurement at country / state level None Essential None Essential Establishing special regulations on public PROJECTS at country / state level None Essential None Essential Strona 25 z 34

26 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland Other: please specify in the box below None Essential None Essential 2. How would you assess the influence of the external environment on public project success: None Essential None Essential Strona 26 z 34

27 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. Private company working for / consulting for the public sector Government agency with a countrywide or statewide scope of services 18 Central institution in a country of federal 49 structure (at the federal level, as in the USA Local or government Commonwealth institution of Australia) 46 Academic or research institution 32 Government agency with a local scope of services Central institution in a constituent state of a federal country (like Arizona, West Virginia, Central institution New South in Wales) an unitary country (like France or Norway) Other I work for Other Central institutio Central institutio Governme nt Academic or Local governm Central institutio Governme nt Private company Strona 27 z 34

28 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. 23. Country United States 196 Canada 55 Other Ghana 27 Uruguay Brazil 21 Turkey Poland 21 Syria Mexico 15 Switzerland India 14 Sweden Slovakia Spain 1 Rwanda Saudi Arabia 8 Philippines Australia 6 Panama Kenya 6 Norway New Zealand 6 Lithuania Colombia 5 Lesotho Greece 5 Lebanon Pakistan 5 Georgia South Africa 5 Dominican Republic Germany 4 Czech Republic Italy 4 Croatia Nigeria 4 China United Arab Emirates 4 Bulgaria Argentina 3 Bosnia and Herzegovina Ireland 3 Belgium Portugal 3 Barbados Serbia 3 Bahrain Singapore 3 Taiwan United Kingdom 3 Quatar Afghanistan 2 Peru Paraguay Ecuador 2 Malaysia France 2 Macedonia Hungary 2 Iran Indonesia 2 Indonesia Iran 2 Hungary Macedonia 2 France Malaysia 2 Ecuador Strona 28 z 34

29 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. Ecuador Paraguay 2 Afghanistan Peru 2 United Kingdom Quatar 2 Singapore Taiwan 2 Serbia Bahrain 1 Portugal Barbados 1 Ireland Belgium 1 Argentina Bosnia and Herzegovina 1 United Arab Emirates Bulgaria 1 Nigeria China 1 Italy Croatia 1 Germany Czech Republic 1 South Africa Dominican Republic 1 Pakistan Greece Georgia 1 Colombia Lebanon 1 New Zealand Lesotho 1 Kenya Lithuania 1 Australia Norway 1 Saudi Arabia Panama 1 Spain Philippines 1 India Rwanda 1 Mexico Slovakia 1 Poland Sweden 1 Brazil Switzerland 1 Ghana Syria 1 Canada Turkey 1 United States Uruguay 1 Other Strona 29 z 34

30 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. 24. The institution for which I work operates in the area of: IT / Communication 99 Construction / Infrastructure 75 Health / Social welfare 44 Education / Research 41 General Administration 36 Finance / Treasure 29 Army / police 27 Transport 15 Industry 9 Trade / Commerce 9 Mining / Natural resources 8 Agriculture / Forestry / Fishing 6 Chemistry / Pharmacy 4 Culture / National heritage / Entertainment 2 Other 87 Other Culture / National heritage / Entertainment Chemistry / Pharmacy Agriculture / Forestry / Fishing Mining / Natural resources Trade / Commerce Industry Transport Army / police Finance / Treasure General Administration Education / Research Health / Social welfare Construction / Infrastructure IT / Communication Strona 3 z 34

31 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. 25. The main objective (related to projects implementation) of the organizational unit for which you work is: We perform projects mainly internally, with use of our resources Support to other units and organizations in project implementation (PPMO) Definition, implementation and maintenance of public project management system and processes (accountable for public projects implementation system) Project client - outsourcing projects to private companies 21 4 Project client - otsourcing projects to other public institutions 2 Other / No answer 28 Other / No answer Project client -otsourcing projects to other public institutions Project client -outsourcing projects to private companies Definition, implementation and maintenance of public project management system and processes (accountable for public projects implementation system) Support to other units and organizations in project implementation (PPMO) We perform projects mainly internally, with use of our resources Strona 31 z 34

32 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. 26. My main project role is: 25 Project manager Manager / director of a unit responsible for project implementation External expert / consultant 49 2 Project team member Responsibility for the whole system or part of the system of public projects management (procedures, guidelines, processes, document templates ) Team leader 31 Project sponsor 12 I do not participate in public project 12 execution 5 Other 22 Other I do not participate in public project execution Project sponsor Team leader Responsibility for the whole system or part of the system of public projects management (procedures, guidelines, processes, document templates ) Project team member External expert / consultant Manager / director of a unit responsible for project implementation Project manager Strona 32 z 34

33 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. I do not take part in public projects execution 27. My experience in PUBLIC project management: Less than 12 months years years 123 More than 1 years More than 1 years 5-1 years 1-5 years Less than 12 months I do not take part in public projects execution 28. My experience in ANY TYPE of project (not only public): I do not take part in (any type of) projects 3 35 execution Less than 12 months years years 14 More than 1 years I do not take part in (any type of) projects execution Less than 12 months 1-5 years 5-1 years More than 1 years Strona 33 z 34

34 DEC-212/7/D/HS4/1752, financed by the National Science Centre of Poland. 29. I have PM credentials 45 Issued by PMI (PMP, CAPM, others) Issued by an institution responsible for project management in my country 3 25 Prince 2 (foundation, practitioner, other) Issued by the institution for which I work 32 5 Issued by IPMA 14 Other TenStep Agile Certificate Issued by IPMA Issued by the institution for which I work Prince 2 (foundation, practitioner, other) Issued by an institution responsible for project management in my country Issued by PMI (PMP, CAPM, others) Agile Certificate 7 TenStep 5 Other 19 I do not hold any PM credentials I am: 4 3 Female 121 Male 366 No answer 4 2 Female Male No answer Strona 34 z 34

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