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Australian Project Management Survey 2018

Australian Project Management Survey 2018

The 2018 KPMG and Australian Institute of Project Management (AIPM) survey explores current trends, practices and challenges in project management in Australia, and sheds light on what is working, and what is not, in the delivery of projects.

Peter Sexton

Partner, Management Consulting

KPMG Australia


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As organisations continue to tackle complex, resource intensive projects, the value of an effective project and program management office remains critical. KPMG and the Australian Institute of Project Management (AIPM) have undertaken a joint research study to gain insights and perspectives on current trends and practices in project and program management in Australia, and to understand the challenges the project management community faces to inform areas for further investment and development. 

“There is a significant amount of project activity currently underway in Australia, however only 23 percent of organisations are frequently delivering projects that are on-time, on budget and that deliver on the original business intent.”

Peter Sexton
Partner, Transformational Program Management, KPMG

Survey key findings

While the amount of project activity underway in Australia is substantial, there are a large number of projects that are under delivered and formal management processes are not consistently applied:

  • Overall, only 23 percent of organisations frequently deliver projects that could be considered fully successful (i.e., on-time, on-budget, high stakeholder satisfaction, and original goal/business intent met)
  • 61 percent of organisations ‘sometimes’ or ‘never’ report project benefit tracking variations
  • 29 percent of organisations have formal processes in place to develop project management capabilities.

There is uncertainty as to the value and success of centralised PMO functions:

  • 49 percent of organisations use a centralised PMO to coordinate projects
  • 29 percent disestablished a centralised PMO in the past two years
  • 33 percent of organisations rate their PMO as very or extremely effective.

There are some consistent traits of organisations with successful project outcomes:

  • 67 percent have delivery coordinated by a centralised PMO
  • 66 percent have a formal review and development processes for PMs
  • 60 percent have formal benefits measurement process in place at project and/or enterprise level
  • 74 percent have actively engaged project sponsors.

Where do we go from here?

Survey findings suggest there are three main areas organisations can typically address to enhance project delivery success:

Investment in PM capability development programs leads to improved results in terms of successful delivery. Focus will be better served on those areas traditionally regarded as soft skills, with the top three being:

  • leading change
  • contract negotiation
  • delegating authority.

Improve formal PM processes at enterprise level. Project success is enhanced with:

  • formal benefits measurement and delivery governance processes
  • sponsors who understand their role and are actively engagedw.

Re-focus the enterprise PMO. When established properly with a focus on engaging senior stakeholders and delivery against organisational strategic priorities, centralised PMOs appear to enhance project delivery effectiveness in organisations

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