Key Findings
- Program and portfolio management (PPM) leaders across the enterprise continue to struggle in shifting from compliance-based reporting to agility-driven change, exacerbating tension between delivery teams, the stakeholders sponsoring the change and PMOs.
- Stakeholders are reluctant to tell PMOs to stop doing constant compliance reporting and static one-size-fits-all processes, hindering rapid change and devaluing the PMO function.
- Organizations attempting to increase overall agility often underestimate the change management and leadership required for the cultural shift.
- Progress toward a business-agile mindset is made when completing a list of tasks, as a measure of project effectiveness gives way to delivering measurable customer value.
