Does a one week course make you a Project Manager?

Gestion de projet, Soft skills

PWC Global Portfolio and Programme Management Survey


While reading the 4th PWC Global Portfolio and Programme Management Survey(released in September 2014) we were impressed by the amount of data and statistics, and also by the amount of good tips, best practices, lessons learned, have been collected over the last year to make Project Management a live discipline that can always be improved.

Previous results of this survey have shown that there are many challenges to delivering change successfully and most organisations are not doing it well enough.


No lessons learned in Project Management?

The survey has been submitted to 3.025 respondents from 110 countries, and it’s very interesting to see how, while most CEOs recognize the need for change, and they recognize they might need to be far more agile when executing their strategies, they still cannot clearly state on which factors a great execution depends on…. Strategy? Training? Resources?

Keep on reading to learn more about how implementing a strong PM method should always be seen in the broader light of Programme and Portfolio management, and how a PM training could be a key element of your strategy.

Recognize Change or Invest in Change?

It is not enough for leaders to ask for change. They must invest in it. 

When it comes to Projects, Programmes and Portfolios, the number 1 differentiator is strategic initiative management.They must meaningfully connect strategy to capability.

Why does one organisation survive and the other slide into irrelevance? Why does another organisation not only survive but thrive? The answer can be linked directly to how they implement their projects the place where strategy lives and breathes.

How to enable your people to deliver success

Among the themes emerged from the Global PPM Survey that could make a real difference to the success of programmes in terms of ‘doing things differently’, there is one which I found specifically KEY to success: “Enable your people to deliver success”, which means: without training, tools, and resources, no amount of structure, process or planning will deliver change successfully.

Executive Teams may see the need to change, and have plans, but their organisations are often far from ready.  Some data:

  • Only 50 to 56% of the Board, Finance and Executive responders feel ready for change programmes
  • Only37 to 34% of responders in Sales, IT, HR, Customer service feel ready for change initiatives
  • Only 7% of programmes had a mature approach to identifying and providing training for project management staff

CEOs don’t feel well prepared – most alarmingly is that even though talent strategies top the list of areas demanding change, they feel the HR department is only 34% ready for this” –said the survey.

Insufficient resource is allocated to change means that people are still trying to deliver really important programmes ‘off the side of their desk’ and with increased delivery risk.

An opportunity not to miss…

Between 2010 and 2020 an estimated 16 million new project management jobs will be added globally – but organisations are already struggling to fill some positions due to a talent gap. 

55% of PM professionals say that their organisations provide too little time for PPM training and development. There is a clear desire in the PPM community to enhance their skills, but an element of frustration that such development is not readily available.

However, PM is a profession. Simply doing a one week course does not make you a PM professional. Organisations need to provide training that works, not just certifications.

But for sure training Project Managers effectively will improve delivery success. 

By Elena Tognoni


Gestion du changement

change management, Retour d'expérience, Soft skills

“Diriger par la culture, une approche de la gestion du changement”

Selon une étude sur la ‘culture et la gestion du changement’ du « Katzenbach Center/Strategy& » réalisée en 2013 et basée sur les réponses de  2200 participants ; seulement 54% des initiatives majeures de changement réussissent. Plusieurs causes sont en jeu : «  La fatigue du changement » dûe au lancement de trop nombreuses initiatives en même temps, sans prioritisation, fatigue les individus ; le manque de résultat rapide des initiatives ; le manque de soutien et d’engagement de la part du top management ; le manque de moyen pour maintenir les efforts jusqu’à la mise en place complète et durable du changement. Une autre source d’erreur est de penser que la communication suffira à engager les individus dans le changement. Ne pas porter suffisamment d’intérêt à la contribution du middle management et des chefs d’équipes dans la définition de l’initiative a pour conséquence un manque d’engagement de la part des équipes qui seront en 1ère ligne de la mise en place du changement.

Savoir gérer le ‘changement’ – Une compétence essentielle pour le manager de demain

Soft skills

Le changement en entreprise est complexe dû aux relations entre l’environnement des affaires, l’entreprise, ses employés et les technologies supports.

Tout changement sur l’une de ces variables aura un impact sur les autres. De nombreuses entreprises sous –estiment encore les implications d’un changement et n’utilisent pas les bonnes personnes ou les bons mécanismes pour permettre d’atteindre les résultats escomptés.