national report - Gerente de Projeto

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2011
NATIONAL REPORT
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. "
PMSURVEY.ORG | 2011 Edition
Founder Sponsor:
Project Builder
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 www.pmsurvey.org to find the name of these organizations.
Founder Sponsor:
Project Builder
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.
Founder Sponsor:
Project Builder
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.
Founder Sponsor:
Project Builder
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.
Founder Sponsor:
Project Builder
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.
Founder Sponsor:
Project Builder
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.
Founder Sponsor:
Project Builder
2011 EDITION RESULTS
Founder Sponsor:
Project Builder
Organizations Profile
This section aims to draw a profile of participating organizations
Founder Sponsor: Project
Builder
1 - Profile of Organizations by State
% of Organizations
Builder
2 - Profile of Organizations by Region
% of Organizations
Builder
3 - Profile of Organizations by Industry
% of Organizations
Builder
4 - Profile of Organizations by Annual Revenue
% of Organizations
Builder
5 - Profile of Organizations by Number of Employees
% of Organizations
Builder
6 - Profile of Organizations by Project Budget
% of Organizations
Builder
7 - What is your role in the organization?
Builder
8 - Profile of Organizations by Project Type
% of Organizations
Builder
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.
Builder
9 - Level of Resistance to the Project Management
% of Organizations
Builder
10 - Level of support from top management to the Project Management
% of Organizations
Builder
11 - Level of commitment of your organization to project planning
% of Organizations
Builder
12 - Level of commitment of your organization to project controlling
% of Organizations
Builder
Organizational Structure
This section aims to present the characteristics of organizational structures and analyze how organizations are
structured to manage their projects.
Builder
13 - Types of organizational structures in use
% of Organizations
Builder
14 - People Responsible for Project Management in Organizations
% of Organizations
Builder
15 - Percentage of professionals dedicated exclusively to projects
% of Organizations
Builder
16 - The significance of having professionals exclusively dedicated to project
management activities
% of Organizations
Builder
17 - The role "Project Manager" formally exist in the organizational structure?
% of Organizations
Builder
18 - Balance of priority between projects and processes in the Organization
% of Organizations
Builder
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.
Builder
19 - Level of Alignment between Strategy and Projects
% of Organizations
Builder
20 - Level of use of the Balanced Scorecard - BSC
% of Organizations
Builder
21 - Level of use of selection and prioritization process for the portfolio
Builder
22 - Level of use of the process for monitoring portfolio performance
% of Organizations
Builder
23 - Percentage of completed projects
% of Organizations
Builder
24 - Area in the organization responsible for conducting the processes of project portfolio
management
% of Organizations
Builder
25 - Portfolio Management practices used by organizations
% of Organizations that cited each item
Builder
26 - Level of use of the concept of "program" in Organizations
% of Organizations
Builder
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.
Builder
27 - Organizations that established an Enterprise PMO
% of Organizations
Builder
28 - Report of the Enterprise PMO
% of Organizations
Builder
29 - Number of Professionals in the Enterprise PMO
% of Organizations
Builder
30 - Report of Project/Program Managers to the Enterprise PMO
% of Organizations
Builder
31 - Number of PMOs (Enterprise PMO not included)
% of Organizations
Builder
32 - Areas of the Organization that have PMOs
% of Organizations
Builder
33 - Number of Professionals in the Departmental PMOs
% of Organizations
Builder
34 - Report of Project Managers / Program to the Departmentals PMOs
% of Organizations
Builder
35 - Functions of the PMOs
% of Organizations
Builder
36 - Maturity Level of PMOs
% of Organizations
Builder
37 - Lifetime of the PMOs
% of Organizations
Builder
38 - Perception of Value of the PMOs
% of Organizations
Builder
39 - Organizations that have had failed attempts at implementing PMOs
% of Organizations
Builder
40 - Reasons for the failure to implement PMOs
Builder
41 - Intention of implementing new PMOs
% of Organizations
Builder
Processes and Methodology
This section aims to show how organizations are employing best practices in project management.
Builder
42 - Use of Benchmarking practice
% of Organizations
Builder
43 - Degree of awareness and use of Project Management Maturity Models
% of Organizations
Builder
44 - Project Management Maturity Models in use
Builder
45 - Use of a Project Management Methodology
% of Organizations
Builder
46 - Types of Agile Methodologies used for Project Management
% of Organizations
Builder
47 - Areas of the Organization using Project Management methodology
Builder
48 - Level of use of Project Management Methodologies
% of Organizations
Builder
49 - Aspects considered in the Project Management Methodology
Builder
50 - Documents and practices used in Project Management Methodologies
Builder
51 - Use of EVA (Earned Value Analysis / Earned Value Analysis)
% of Organizations
Builder
52 - How is the management of risks in the organizations
% of Organizations
Builder
53 - Communication channels used by project teams
Builder
54 - Tolerance Level for Changes in Scope
% of Organizations
Builder
55 - Project Management Maturity Level of Organizations
% of Organizations
Builder
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.
Builder
56 - Hierarchical Levels formally trained in project management in the last 12 months
Builder
57 - Existence of formal training program in Project Management, which does not include
preparation for PMP® certification
% of Organizations
Builder
58 - Existence of a formal program to prepare for PMP® certification
% of Organizations
Builder
59 - Requirement of PMP® certification for Project Managers
% of Organizations
Builder
60 - Requirement of PMP® certification for Suppliers
% of Organizations
Builder
61 - Average monthly wages of project managers
% of Organizations
Builder
62 - Most valuable competencies to manage projects
Builder
63 - Main shortcomings of project managers
Builder
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.
Builder
64 - Use of a Project Management Software in the Organization
% of Organizations
Builder
65 - Project Management Software most used
Builder
66 - Level of usage of the Project Management Software
% of Organizations
Builder
67 - Users of Project Management Softwares
Builder
68 - Most important features in a Project Management Software
Builder
69 - Use of a tool for the management (storage and retrieval) of knowledge acquired in
projects
% of Organizations
Builder
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.
Builder
70 - Use of financial bonus for the project manager and the project team
% of Organizations
Builder
71 - Frequency of projects undertaken have achieved goals of time, cost, quality and
customer satisfaction (internal or external)
% of Organizations
Builder
72 - Frequency of time problems in projects
% of Organizations
Builder
73 - Frequency of cost problems in projects
% of Organizations
Builder
74 - Frequency of quality problems in projects
% of Organizations
Builder
75 - Frequency of customer satisfaction problems in projects
% of Organizations
Builder
76 - Percentage of average deviation in the budget of the projects
% of Organizations
Builder
77 - Frequency of problems related to realization of benefits and return on investment
% of Organizations
Builder
78 - The most common problems in projects
Builder
79 - The level of awareness of Top Management about the benefits of the implementation
of Project Management practices
% of Organizations
Builder
80 - The level of awareness of the Organization about the benefits arising from Project
Management
% of Organizations
Builder
81 - Benefits attributed to Project Management
Builder
82 - Areas for investment in the next twelve months
Builder

national report - Gerente de Projeto

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