Organizational Project Management

1. Welcome

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Organizational project management (OPM) describes the integration of all project-management related activities of an organization. This survey provides for an assessment of this integration and helps to establish OPM implementation profiles and to fine-tune them for improved organizational results.
Results from the assessment will be send to the email address left at the end of the survey.

The questions will assess all parts of an organization that deal with project selection and/or management.
The term 'my organization' is used synonymously with my firm, enterprise, or department and should be interpreted in line with your position (e.g. a CEO may read 'my organization' as 'my firm', while an employee, such as a software developer, may read it as 'my department').

There are no right or wrong answers, participation is voluntarily, and organizations or individuals will not be traceable from the final reports. Respondents can abandon the questionnaire at any time. However, meaningful results are only possible when all questions are answered. Respondents can save their answer and come back later to complete their responses.

Thank you in advance for taking the time to fill out the questionnaire. In case of questions, please contact Professor Ralf Müller at ralf.muller@bi.no.

1. Consent

I have received and understood information about the project Organizational Project Management and have been given the opportunity to ask questions.

I give consent to participate in this online questionnaire:

2. In this set of questions, please indicate whether the left or right statement comes closer to your organization's practices

My organization delivers to their internal or external clients mainly …

	Very much	To some extent	Neither of the two choices	To some extent	Very much
Standard products/services	Standard products/services Very much Bespoke projects	Standard products/services To some extent Bespoke projects	Standard products/services Neither of the two choices Bespoke projects	Standard products/services To some extent Bespoke projects	Standard products/services Very much Bespoke projects	Bespoke projects

3. In my organization, the deliverables to our clients are most often outcomes of…

	Very much	To some extent	Neither one of the two	To some extent	Very much
A repetitive production process	A repetitive production process Very much A unique project	A repetitive production process To some extent A unique project	A repetitive production process Neither one of the two A unique project	A repetitive production process To some extent A unique project	A repetitive production process Very much A unique project	A unique project

4. In my organization, the development/manufacturing of client deliverables is mainly…

	Very much	To some extent	Neither of the two	To some extent	Very much
Subordinated to and part of the production process	Subordinated to and part of the production process Very much Done through individual projects for each client/deliverable	Subordinated to and part of the production process To some extent Done through individual projects for each client/deliverable	Subordinated to and part of the production process Neither of the two Done through individual projects for each client/deliverable	Subordinated to and part of the production process To some extent Done through individual projects for each client/deliverable	Subordinated to and part of the production process Very much Done through individual projects for each client/deliverable	Done through individual projects for each client/deliverable

5. Project and/or program management are explicit processes and/or functions in the organization

Strongly disagree	Disagree	Neither agree nor disagree	Agree	Strongly agree
Strongly disagree	Disagree	Neither agree nor disagree	Agree	Strongly agree

6. The strategy with projects in our organization is mainly to...

Take on every project
Take on projects that contribute to a higher goal which cannot be accomplished with just one project
Take on projects that make use of our existing resources
Take on projects that contribute to higher goals and make use of our existing resources.
Other (please specify):

7. Organizational or strategic Project Management Offices (PMOs) address organization-wide aspects of project management. They are sometimes known under different names.

Please answer the following set of questions if your organization has an entity that serves as such a type of PMO.

The functions of this PMO are:

	Never	Rarely	Occasionally	Frequently	Always
Monitoring and control of project performance	Monitoring and control of project performance Never	Monitoring and control of project performance Rarely	Monitoring and control of project performance Occasionally	Monitoring and control of project performance Frequently	Monitoring and control of project performance Always
Development of project management competencies	Development of project management competencies Never	Development of project management competencies Rarely	Development of project management competencies Occasionally	Development of project management competencies Frequently	Development of project management competencies Always
Development and implementation of standard project management methodologies	Development and implementation of standard project management methodologies Never	Development and implementation of standard project management methodologies Rarely	Development and implementation of standard project management methodologies Occasionally	Development and implementation of standard project management methodologies Frequently	Development and implementation of standard project management methodologies Always
Coordination of projects and resources	Coordination of projects and resources Never	Coordination of projects and resources Rarely	Coordination of projects and resources Occasionally	Coordination of projects and resources Frequently	Coordination of projects and resources Always
Strategic work, such as development of business strategies, new markets to target, or new skills	Strategic work, such as development of business strategies, new markets to target, or new skills Never	Strategic work, such as development of business strategies, new markets to target, or new skills Rarely	Strategic work, such as development of business strategies, new markets to target, or new skills Occasionally	Strategic work, such as development of business strategies, new markets to target, or new skills Frequently	Strategic work, such as development of business strategies, new markets to target, or new skills Always
Managing organizational learning across projects	Managing organizational learning across projects Never	Managing organizational learning across projects Rarely	Managing organizational learning across projects Occasionally	Managing organizational learning across projects Frequently	Managing organizational learning across projects Always
Execute specialized tasks, such as professional planning	Execute specialized tasks, such as professional planning Never	Execute specialized tasks, such as professional planning Rarely	Execute specialized tasks, such as professional planning Occasionally	Execute specialized tasks, such as professional planning Frequently	Execute specialized tasks, such as professional planning Always
Coordinate the interface between projects and stakeholders, such as between a buyer and a seller organization	Coordinate the interface between projects and stakeholders, such as between a buyer and a seller organization Never	Coordinate the interface between projects and stakeholders, such as between a buyer and a seller organization Rarely	Coordinate the interface between projects and stakeholders, such as between a buyer and a seller organization Occasionally	Coordinate the interface between projects and stakeholders, such as between a buyer and a seller organization Frequently	Coordinate the interface between projects and stakeholders, such as between a buyer and a seller organization Always
HR management of project managers, e.g. through recruiting, selecting, evaluating, developing of career systems etc.	HR management of project managers, e.g. through recruiting, selecting, evaluating, developing of career systems etc. Never	HR management of project managers, e.g. through recruiting, selecting, evaluating, developing of career systems etc. Rarely	HR management of project managers, e.g. through recruiting, selecting, evaluating, developing of career systems etc. Occasionally	HR management of project managers, e.g. through recruiting, selecting, evaluating, developing of career systems etc. Frequently	HR management of project managers, e.g. through recruiting, selecting, evaluating, developing of career systems etc. Always
Other tasks	Other tasks Never	Other tasks Rarely	Other tasks Occasionally	Other tasks Frequently	Other tasks Always

8. In my wider organization (such as the whole company)….

	Very low	Low	Neither high nor low	High	Very high
The perceived importance of project management for achieving organizational objectives is…	The perceived importance of project management for achieving organizational objectives is… Very low	The perceived importance of project management for achieving organizational objectives is… Low	The perceived importance of project management for achieving organizational objectives is… Neither high nor low	The perceived importance of project management for achieving organizational objectives is… High	The perceived importance of project management for achieving organizational objectives is… Very high
The level of development of a career system for project managers (e.g. training, certification, career ladder, etc.) is …	The level of development of a career system for project managers (e.g. training, certification, career ladder, etc.) is … Very low	The level of development of a career system for project managers (e.g. training, certification, career ladder, etc.) is … Low	The level of development of a career system for project managers (e.g. training, certification, career ladder, etc.) is … Neither high nor low	The level of development of a career system for project managers (e.g. training, certification, career ladder, etc.) is … High	The level of development of a career system for project managers (e.g. training, certification, career ladder, etc.) is … Very high
The understanding that working-in-projects is a business principle is …	The understanding that working-in-projects is a business principle is … Very low	The understanding that working-in-projects is a business principle is … Low	The understanding that working-in-projects is a business principle is … Neither high nor low	The understanding that working-in-projects is a business principle is … High	The understanding that working-in-projects is a business principle is … Very high
The degree a project mindset and culture pervades the organization is…	The degree a project mindset and culture pervades the organization is… Very low	The degree a project mindset and culture pervades the organization is… Low	The degree a project mindset and culture pervades the organization is… Neither high nor low	The degree a project mindset and culture pervades the organization is… High	The degree a project mindset and culture pervades the organization is… Very high

9. In my organization…

	Almost always	Somewhat more often	Balanced	Somewhat more often	Almost always
Decisions are made in the best interest of the shareholders and owners of the organization and their Return on Investment (RoI)	Decisions are made in the best interest of the shareholders and owners of the organization and their Return on Investment (RoI) Almost always Decisions are made in the best interest of the wider stakeholder community (incl. employees, local communities etc.).	Decisions are made in the best interest of the shareholders and owners of the organization and their Return on Investment (RoI) Somewhat more often Decisions are made in the best interest of the wider stakeholder community (incl. employees, local communities etc.).	Decisions are made in the best interest of the shareholders and owners of the organization and their Return on Investment (RoI) Balanced Decisions are made in the best interest of the wider stakeholder community (incl. employees, local communities etc.).	Decisions are made in the best interest of the shareholders and owners of the organization and their Return on Investment (RoI) Somewhat more often Decisions are made in the best interest of the wider stakeholder community (incl. employees, local communities etc.).	Decisions are made in the best interest of the shareholders and owners of the organization and their Return on Investment (RoI) Almost always Decisions are made in the best interest of the wider stakeholder community (incl. employees, local communities etc.).	Decisions are made in the best interest of the wider stakeholder community (incl. employees, local communities etc.).
The remuneration system includes stock-options for employees and similar incentives that foster shareholder RoI thinking	The remuneration system includes stock-options for employees and similar incentives that foster shareholder RoI thinking Almost always The remuneration system provides incentives for community, environmental, humanitarian or other non-profit activities outside and/or inside the organization.	The remuneration system includes stock-options for employees and similar incentives that foster shareholder RoI thinking Somewhat more often The remuneration system provides incentives for community, environmental, humanitarian or other non-profit activities outside and/or inside the organization.	The remuneration system includes stock-options for employees and similar incentives that foster shareholder RoI thinking Balanced The remuneration system provides incentives for community, environmental, humanitarian or other non-profit activities outside and/or inside the organization.	The remuneration system includes stock-options for employees and similar incentives that foster shareholder RoI thinking Somewhat more often The remuneration system provides incentives for community, environmental, humanitarian or other non-profit activities outside and/or inside the organization.	The remuneration system includes stock-options for employees and similar incentives that foster shareholder RoI thinking Almost always The remuneration system provides incentives for community, environmental, humanitarian or other non-profit activities outside and/or inside the organization.	The remuneration system provides incentives for community, environmental, humanitarian or other non-profit activities outside and/or inside the organization.
Prevails an image that profitability determines the legitimacy of actions (including projects)	Prevails an image that profitability determines the legitimacy of actions (including projects) Almost always prevails an image that wider social and ethical interests determine the legitimacy of actions (including projects)	Prevails an image that profitability determines the legitimacy of actions (including projects) Somewhat more often prevails an image that wider social and ethical interests determine the legitimacy of actions (including projects)	Prevails an image that profitability determines the legitimacy of actions (including projects) Balanced prevails an image that wider social and ethical interests determine the legitimacy of actions (including projects)	Prevails an image that profitability determines the legitimacy of actions (including projects) Somewhat more often prevails an image that wider social and ethical interests determine the legitimacy of actions (including projects)	Prevails an image that profitability determines the legitimacy of actions (including projects) Almost always prevails an image that wider social and ethical interests determine the legitimacy of actions (including projects)	prevails an image that wider social and ethical interests determine the legitimacy of actions (including projects)
I am sometimes asked to sacrifice stakeholder satisfaction for the achievement of financial objectives	I am sometimes asked to sacrifice stakeholder satisfaction for the achievement of financial objectives Almost always I am sometimes asked to sacrifice the achievement of financial objectives for improvement of stakeholder satisfaction	I am sometimes asked to sacrifice stakeholder satisfaction for the achievement of financial objectives Somewhat more often I am sometimes asked to sacrifice the achievement of financial objectives for improvement of stakeholder satisfaction	I am sometimes asked to sacrifice stakeholder satisfaction for the achievement of financial objectives Balanced I am sometimes asked to sacrifice the achievement of financial objectives for improvement of stakeholder satisfaction	I am sometimes asked to sacrifice stakeholder satisfaction for the achievement of financial objectives Somewhat more often I am sometimes asked to sacrifice the achievement of financial objectives for improvement of stakeholder satisfaction	I am sometimes asked to sacrifice stakeholder satisfaction for the achievement of financial objectives Almost always I am sometimes asked to sacrifice the achievement of financial objectives for improvement of stakeholder satisfaction	I am sometimes asked to sacrifice the achievement of financial objectives for improvement of stakeholder satisfaction
The long term objective is to maximize value for the owners of the organization	The long term objective is to maximize value for the owners of the organization Almost always The long term objective is to maximize value for society	The long term objective is to maximize value for the owners of the organization Somewhat more often The long term objective is to maximize value for society	The long term objective is to maximize value for the owners of the organization Balanced The long term objective is to maximize value for society	The long term objective is to maximize value for the owners of the organization Somewhat more often The long term objective is to maximize value for society	The long term objective is to maximize value for the owners of the organization Almost always The long term objective is to maximize value for society	The long term objective is to maximize value for society

10. The governance of projects in my organization favors…

	Almost always	Somewhat more often	Balanced	Somewhat more often,	Almost always
A strong emphasis on always getting personnel to follow the formally laid down procedures	A strong emphasis on always getting personnel to follow the formally laid down procedures Almost always A strong emphasis on getting things done even if it means disregarding formal procedures	A strong emphasis on always getting personnel to follow the formally laid down procedures Somewhat more often A strong emphasis on getting things done even if it means disregarding formal procedures	A strong emphasis on always getting personnel to follow the formally laid down procedures Balanced A strong emphasis on getting things done even if it means disregarding formal procedures	A strong emphasis on always getting personnel to follow the formally laid down procedures Somewhat more often, A strong emphasis on getting things done even if it means disregarding formal procedures	A strong emphasis on always getting personnel to follow the formally laid down procedures Almost always A strong emphasis on getting things done even if it means disregarding formal procedures	A strong emphasis on getting things done even if it means disregarding formal procedures
Tight formal control of most operations by means of sophisticated control and information systems	Tight formal control of most operations by means of sophisticated control and information systems Almost always Loose, informal control; heavy dependence on informal relationships and the norm of cooperation for getting things done	Tight formal control of most operations by means of sophisticated control and information systems Somewhat more often Loose, informal control; heavy dependence on informal relationships and the norm of cooperation for getting things done	Tight formal control of most operations by means of sophisticated control and information systems Balanced Loose, informal control; heavy dependence on informal relationships and the norm of cooperation for getting things done	Tight formal control of most operations by means of sophisticated control and information systems Somewhat more often, Loose, informal control; heavy dependence on informal relationships and the norm of cooperation for getting things done	Tight formal control of most operations by means of sophisticated control and information systems Almost always Loose, informal control; heavy dependence on informal relationships and the norm of cooperation for getting things done	Loose, informal control; heavy dependence on informal relationships and the norm of cooperation for getting things done
A strong emphasis on getting personnel to adhere closely to formal job descriptions	A strong emphasis on getting personnel to adhere closely to formal job descriptions Almost always A strong emphasis to let the requirements of the situation and the individual’s personality define proper on job behavior	A strong emphasis on getting personnel to adhere closely to formal job descriptions Somewhat more often A strong emphasis to let the requirements of the situation and the individual’s personality define proper on job behavior	A strong emphasis on getting personnel to adhere closely to formal job descriptions Balanced A strong emphasis to let the requirements of the situation and the individual’s personality define proper on job behavior	A strong emphasis on getting personnel to adhere closely to formal job descriptions Somewhat more often, A strong emphasis to let the requirements of the situation and the individual’s personality define proper on job behavior	A strong emphasis on getting personnel to adhere closely to formal job descriptions Almost always A strong emphasis to let the requirements of the situation and the individual’s personality define proper on job behavior	A strong emphasis to let the requirements of the situation and the individual’s personality define proper on job behavior
Support institutions (like a PMO) emphasize tactical aspects, such as compliance with the organization’s project management methodology	Support institutions (like a PMO) emphasize tactical aspects, such as compliance with the organization’s project management methodology Almost always Support institutions (like a PMO) emphasize strategic aspects, such as skills and knowledge development	Support institutions (like a PMO) emphasize tactical aspects, such as compliance with the organization’s project management methodology Somewhat more often Support institutions (like a PMO) emphasize strategic aspects, such as skills and knowledge development	Support institutions (like a PMO) emphasize tactical aspects, such as compliance with the organization’s project management methodology Balanced Support institutions (like a PMO) emphasize strategic aspects, such as skills and knowledge development	Support institutions (like a PMO) emphasize tactical aspects, such as compliance with the organization’s project management methodology Somewhat more often, Support institutions (like a PMO) emphasize strategic aspects, such as skills and knowledge development	Support institutions (like a PMO) emphasize tactical aspects, such as compliance with the organization’s project management methodology Almost always Support institutions (like a PMO) emphasize strategic aspects, such as skills and knowledge development	Support institutions (like a PMO) emphasize strategic aspects, such as skills and knowledge development
Prioritization of methodology compliance over people’s own experiences in doing their work	Prioritization of methodology compliance over people’s own experiences in doing their work Almost always Prioritization of people’s own experiences in doing their work over methodology compliance	Prioritization of methodology compliance over people’s own experiences in doing their work Somewhat more often Prioritization of people’s own experiences in doing their work over methodology compliance	Prioritization of methodology compliance over people’s own experiences in doing their work Balanced Prioritization of people’s own experiences in doing their work over methodology compliance	Prioritization of methodology compliance over people’s own experiences in doing their work Somewhat more often, Prioritization of people’s own experiences in doing their work over methodology compliance	Prioritization of methodology compliance over people’s own experiences in doing their work Almost always Prioritization of people’s own experiences in doing their work over methodology compliance	Prioritization of people’s own experiences in doing their work over methodology compliance

11. The way we govern the management of our projects…

	Almost always	Somewhat more often	Balanced	Somewhat more often	Almost always
Is not formalized	Is not formalized Almost always Follows existing standards like those of ISO, PMI, IPMA, APM, or self-developed routines	Is not formalized Somewhat more often Follows existing standards like those of ISO, PMI, IPMA, APM, or self-developed routines	Is not formalized Balanced Follows existing standards like those of ISO, PMI, IPMA, APM, or self-developed routines	Is not formalized Somewhat more often Follows existing standards like those of ISO, PMI, IPMA, APM, or self-developed routines	Is not formalized Almost always Follows existing standards like those of ISO, PMI, IPMA, APM, or self-developed routines	Follows existing standards like those of ISO, PMI, IPMA, APM, or self-developed routines
Will not punish the project management for poor project results	Will not punish the project management for poor project results Almost always Will punish the project manager for poor project results	Will not punish the project management for poor project results Somewhat more often Will punish the project manager for poor project results	Will not punish the project management for poor project results Balanced Will punish the project manager for poor project results	Will not punish the project management for poor project results Somewhat more often Will punish the project manager for poor project results	Will not punish the project management for poor project results Almost always Will punish the project manager for poor project results	Will punish the project manager for poor project results
Follows principles (which may be omitted when needed)	Follows principles (which may be omitted when needed) Almost always Follows rules (which are to be applied in all projects)	Follows principles (which may be omitted when needed) Somewhat more often Follows rules (which are to be applied in all projects)	Follows principles (which may be omitted when needed) Balanced Follows rules (which are to be applied in all projects)	Follows principles (which may be omitted when needed) Somewhat more often Follows rules (which are to be applied in all projects)	Follows principles (which may be omitted when needed) Almost always Follows rules (which are to be applied in all projects)	Follows rules (which are to be applied in all projects)

12. Those in governance roles (such as steering group members in my last project)…

	Strongly disagree	Disagree	Neither agree nor disagree	Agree	Strongly agree
Give clear directions about how the projects should be managed	Give clear directions about how the projects should be managed Strongly disagree	Give clear directions about how the projects should be managed Disagree	Give clear directions about how the projects should be managed Neither agree nor disagree	Give clear directions about how the projects should be managed Agree	Give clear directions about how the projects should be managed Strongly agree
Enforce their decisions, e.g. by insisting on process compliance	Enforce their decisions, e.g. by insisting on process compliance Strongly disagree	Enforce their decisions, e.g. by insisting on process compliance Disagree	Enforce their decisions, e.g. by insisting on process compliance Neither agree nor disagree	Enforce their decisions, e.g. by insisting on process compliance Agree	Enforce their decisions, e.g. by insisting on process compliance Strongly agree
Are mainly authoritative in their style	Are mainly authoritative in their style Strongly disagree	Are mainly authoritative in their style Disagree	Are mainly authoritative in their style Neither agree nor disagree	Are mainly authoritative in their style Agree	Are mainly authoritative in their style Strongly agree
Control mainly the achievement of objectives and not the process for achieving them	Control mainly the achievement of objectives and not the process for achieving them Strongly disagree	Control mainly the achievement of objectives and not the process for achieving them Disagree	Control mainly the achievement of objectives and not the process for achieving them Neither agree nor disagree	Control mainly the achievement of objectives and not the process for achieving them Agree	Control mainly the achievement of objectives and not the process for achieving them Strongly agree
Use incentives and other rational means to convince us of their recommendations	Use incentives and other rational means to convince us of their recommendations Strongly disagree	Use incentives and other rational means to convince us of their recommendations Disagree	Use incentives and other rational means to convince us of their recommendations Neither agree nor disagree	Use incentives and other rational means to convince us of their recommendations Agree	Use incentives and other rational means to convince us of their recommendations Strongly agree
Flexibly adjust the organization structure to the needs of projects	Flexibly adjust the organization structure to the needs of projects Strongly disagree	Flexibly adjust the organization structure to the needs of projects Disagree	Flexibly adjust the organization structure to the needs of projects Neither agree nor disagree	Flexibly adjust the organization structure to the needs of projects Agree	Flexibly adjust the organization structure to the needs of projects Strongly agree
Work mainly by communicating values and foster a culture that allows project managers to control themselves	Work mainly by communicating values and foster a culture that allows project managers to control themselves Strongly disagree	Work mainly by communicating values and foster a culture that allows project managers to control themselves Disagree	Work mainly by communicating values and foster a culture that allows project managers to control themselves Neither agree nor disagree	Work mainly by communicating values and foster a culture that allows project managers to control themselves Agree	Work mainly by communicating values and foster a culture that allows project managers to control themselves Strongly agree
Expect project managers and teams to decide by themselves, based on the collective interest of the stakeholders in the project	Expect project managers and teams to decide by themselves, based on the collective interest of the stakeholders in the project Strongly disagree	Expect project managers and teams to decide by themselves, based on the collective interest of the stakeholders in the project Disagree	Expect project managers and teams to decide by themselves, based on the collective interest of the stakeholders in the project Neither agree nor disagree	Expect project managers and teams to decide by themselves, based on the collective interest of the stakeholders in the project Agree	Expect project managers and teams to decide by themselves, based on the collective interest of the stakeholders in the project Strongly agree
Do rarely steer the project through directive orders	Do rarely steer the project through directive orders Strongly disagree	Do rarely steer the project through directive orders Disagree	Do rarely steer the project through directive orders Neither agree nor disagree	Do rarely steer the project through directive orders Agree	Do rarely steer the project through directive orders Strongly agree

13. For delivery of good project management, my organization…

	Never	Rarely	Occasionally	Frequently	Always
Provides basic training in project management	Provides basic training in project management Never	Provides basic training in project management Rarely	Provides basic training in project management Occasionally	Provides basic training in project management Frequently	Provides basic training in project management Always
Uses project management methodologies	Uses project management methodologies Never	Uses project management methodologies Rarely	Uses project management methodologies Occasionally	Uses project management methodologies Frequently	Uses project management methodologies Always
Uses steering committees to govern projects	Uses steering committees to govern projects Never	Uses steering committees to govern projects Rarely	Uses steering committees to govern projects Occasionally	Uses steering committees to govern projects Frequently	Uses steering committees to govern projects Always
Uses audits and reviews (e.g. on troubled projects)	Uses audits and reviews (e.g. on troubled projects) Never	Uses audits and reviews (e.g. on troubled projects) Rarely	Uses audits and reviews (e.g. on troubled projects) Occasionally	Uses audits and reviews (e.g. on troubled projects) Frequently	Uses audits and reviews (e.g. on troubled projects) Always
Aims for certification of project managers	Aims for certification of project managers Never	Aims for certification of project managers Rarely	Aims for certification of project managers Occasionally	Aims for certification of project managers Frequently	Aims for certification of project managers Always
Establishes support institutions, such as Project Management Offices (PMO)	Establishes support institutions, such as Project Management Offices (PMO) Never	Establishes support institutions, such as Project Management Offices (PMO) Rarely	Establishes support institutions, such as Project Management Offices (PMO) Occasionally	Establishes support institutions, such as Project Management Offices (PMO) Frequently	Establishes support institutions, such as Project Management Offices (PMO) Always
Uses mentor programs for junior project managers	Uses mentor programs for junior project managers Never	Uses mentor programs for junior project managers Rarely	Uses mentor programs for junior project managers Occasionally	Uses mentor programs for junior project managers Frequently	Uses mentor programs for junior project managers Always
Provides advanced training in project management or organization internal certification	Provides advanced training in project management or organization internal certification Never	Provides advanced training in project management or organization internal certification Rarely	Provides advanced training in project management or organization internal certification Occasionally	Provides advanced training in project management or organization internal certification Frequently	Provides advanced training in project management or organization internal certification Always
Benchmarks its project management capabilities against other companies	Benchmarks its project management capabilities against other companies Never	Benchmarks its project management capabilities against other companies Rarely	Benchmarks its project management capabilities against other companies Occasionally	Benchmarks its project management capabilities against other companies Frequently	Benchmarks its project management capabilities against other companies Always
Uses a formal project management maturity model to identify areas for improvement	Uses a formal project management maturity model to identify areas for improvement Never	Uses a formal project management maturity model to identify areas for improvement Rarely	Uses a formal project management maturity model to identify areas for improvement Occasionally	Uses a formal project management maturity model to identify areas for improvement Frequently	Uses a formal project management maturity model to identify areas for improvement Always

14. Project portfolios are groups of projects that require the same skill sets for their execution (e.g. all IT projects in an organization).

In my organization...

	Strongly disagree	Disagree	Neither agree nor disagree	Agree	Strongly agree
Management devises a strategy for the different project portfolios in the organization	Management devises a strategy for the different project portfolios in the organization Strongly disagree	Management devises a strategy for the different project portfolios in the organization Disagree	Management devises a strategy for the different project portfolios in the organization Neither agree nor disagree	Management devises a strategy for the different project portfolios in the organization Agree	Management devises a strategy for the different project portfolios in the organization Strongly agree
Projects in the portfolios are aligned with the organizational strategy	Projects in the portfolios are aligned with the organizational strategy Strongly disagree	Projects in the portfolios are aligned with the organizational strategy Disagree	Projects in the portfolios are aligned with the organizational strategy Neither agree nor disagree	Projects in the portfolios are aligned with the organizational strategy Agree	Projects in the portfolios are aligned with the organizational strategy Strongly agree
Projects in the portfolio are prioritized	Projects in the portfolio are prioritized Strongly disagree	Projects in the portfolio are prioritized Disagree	Projects in the portfolio are prioritized Neither agree nor disagree	Projects in the portfolio are prioritized Agree	Projects in the portfolio are prioritized Strongly agree
Projects are selected based on the organization’s strategy	Projects are selected based on the organization’s strategy Strongly disagree	Projects are selected based on the organization’s strategy Disagree	Projects are selected based on the organization’s strategy Neither agree nor disagree	Projects are selected based on the organization’s strategy Agree	Projects are selected based on the organization’s strategy Strongly agree
A dedicated process is used to manage project portfolios	A dedicated process is used to manage project portfolios Strongly disagree	A dedicated process is used to manage project portfolios Disagree	A dedicated process is used to manage project portfolios Neither agree nor disagree	A dedicated process is used to manage project portfolios Agree	A dedicated process is used to manage project portfolios Strongly agree
An individual or group of people is responsible for the management of the portfolio	An individual or group of people is responsible for the management of the portfolio Strongly disagree	An individual or group of people is responsible for the management of the portfolio Disagree	An individual or group of people is responsible for the management of the portfolio Neither agree nor disagree	An individual or group of people is responsible for the management of the portfolio Agree	An individual or group of people is responsible for the management of the portfolio Strongly agree

15. The projects I am involved in come from a portfolio where…

	Never	Rarely	Occasionally	Frequently	Always
Projects must pass an economic threshold value, such as for profit, Net Present Value, payback period or other	Projects must pass an economic threshold value, such as for profit, Net Present Value, payback period or other Never	Projects must pass an economic threshold value, such as for profit, Net Present Value, payback period or other Rarely	Projects must pass an economic threshold value, such as for profit, Net Present Value, payback period or other Occasionally	Projects must pass an economic threshold value, such as for profit, Net Present Value, payback period or other Frequently	Projects must pass an economic threshold value, such as for profit, Net Present Value, payback period or other Always
Projects are heterogeneous so that their risks may cancel each other out (like in an investment fund)	Projects are heterogeneous so that their risks may cancel each other out (like in an investment fund) Never	Projects are heterogeneous so that their risks may cancel each other out (like in an investment fund) Rarely	Projects are heterogeneous so that their risks may cancel each other out (like in an investment fund) Occasionally	Projects are heterogeneous so that their risks may cancel each other out (like in an investment fund) Frequently	Projects are heterogeneous so that their risks may cancel each other out (like in an investment fund) Always
Projects must be clearly aligned with the organization’s strategy	Projects must be clearly aligned with the organization’s strategy Never	Projects must be clearly aligned with the organization’s strategy Rarely	Projects must be clearly aligned with the organization’s strategy Occasionally	Projects must be clearly aligned with the organization’s strategy Frequently	Projects must be clearly aligned with the organization’s strategy Always
Other means are used to optimize the portfolio	Other means are used to optimize the portfolio Never	Other means are used to optimize the portfolio Rarely	Other means are used to optimize the portfolio Occasionally	Other means are used to optimize the portfolio Frequently	Other means are used to optimize the portfolio Always

16. In terms of benefits management, my organization...

	Strongly disagree	Disagree	Neither agree nor disagree	Agree	Strongly agree
Has specific processes to follow-up on the achievement of intended project benefits	Has specific processes to follow-up on the achievement of intended project benefits Strongly disagree	Has specific processes to follow-up on the achievement of intended project benefits Disagree	Has specific processes to follow-up on the achievement of intended project benefits Neither agree nor disagree	Has specific processes to follow-up on the achievement of intended project benefits Agree	Has specific processes to follow-up on the achievement of intended project benefits Strongly agree
Executes these processes on a regular basis	Executes these processes on a regular basis Strongly disagree	Executes these processes on a regular basis Disagree	Executes these processes on a regular basis Neither agree nor disagree	Executes these processes on a regular basis Agree	Executes these processes on a regular basis Strongly agree
Feeds the results of these benefits assessments back to portfolio management to improve performance	Feeds the results of these benefits assessments back to portfolio management to improve performance Strongly disagree	Feeds the results of these benefits assessments back to portfolio management to improve performance Disagree	Feeds the results of these benefits assessments back to portfolio management to improve performance Neither agree nor disagree	Feeds the results of these benefits assessments back to portfolio management to improve performance Agree	Feeds the results of these benefits assessments back to portfolio management to improve performance Strongly agree

17. To do the work in my organization...

	Never	Rarely	Occasionally	Frequently	Always
We group related projects together into programs to manage them in a coordinated way in order to obtain benefits and control not available from managing them individually	We group related projects together into programs to manage them in a coordinated way in order to obtain benefits and control not available from managing them individually Never	We group related projects together into programs to manage them in a coordinated way in order to obtain benefits and control not available from managing them individually Rarely	We group related projects together into programs to manage them in a coordinated way in order to obtain benefits and control not available from managing them individually Occasionally	We group related projects together into programs to manage them in a coordinated way in order to obtain benefits and control not available from managing them individually Frequently	We group related projects together into programs to manage them in a coordinated way in order to obtain benefits and control not available from managing them individually Always
We manage or contribute to mega-projects (projects costing more than 1 billion US Dollar)	We manage or contribute to mega-projects (projects costing more than 1 billion US Dollar) Never	We manage or contribute to mega-projects (projects costing more than 1 billion US Dollar) Rarely	We manage or contribute to mega-projects (projects costing more than 1 billion US Dollar) Occasionally	We manage or contribute to mega-projects (projects costing more than 1 billion US Dollar) Frequently	We manage or contribute to mega-projects (projects costing more than 1 billion US Dollar) Always
We manage individual projects through temporary and dedicated project teams	We manage individual projects through temporary and dedicated project teams Never	We manage individual projects through temporary and dedicated project teams Rarely	We manage individual projects through temporary and dedicated project teams Occasionally	We manage individual projects through temporary and dedicated project teams Frequently	We manage individual projects through temporary and dedicated project teams Always

18. Project governance in my organization includes...

	Never	Rarely	Occasionally	Frequently	Always
Project steering committees	Project steering committees Never	Project steering committees Rarely	Project steering committees Occasionally	Project steering committees Frequently	Project steering committees Always
PMOs to support or govern projects or project managers	PMOs to support or govern projects or project managers Never	PMOs to support or govern projects or project managers Rarely	PMOs to support or govern projects or project managers Occasionally	PMOs to support or govern projects or project managers Frequently	PMOs to support or govern projects or project managers Always
Other institutions, such as regulatory bodies	Other institutions, such as regulatory bodies Never	Other institutions, such as regulatory bodies Rarely	Other institutions, such as regulatory bodies Occasionally	Other institutions, such as regulatory bodies Frequently	Other institutions, such as regulatory bodies Always
Formally appointed project managers	Formally appointed project managers Never	Formally appointed project managers Rarely	Formally appointed project managers Occasionally	Formally appointed project managers Frequently	Formally appointed project managers Always
Formalized steering committee members	Formalized steering committee members Never	Formalized steering committee members Rarely	Formalized steering committee members Occasionally	Formalized steering committee members Frequently	Formalized steering committee members Always
Communicated PMO members' names and contact details to project managers	Communicated PMO members' names and contact details to project managers Never	Communicated PMO members' names and contact details to project managers Rarely	Communicated PMO members' names and contact details to project managers Occasionally	Communicated PMO members' names and contact details to project managers Frequently	Communicated PMO members' names and contact details to project managers Always

19. For project governance, my organization

	Strongly disagree	Disagree	Neither agree nor disagree	Agree	Strongly agree
Has policies for the execution of project management	Has policies for the execution of project management Strongly disagree	Has policies for the execution of project management Disagree	Has policies for the execution of project management Neither agree nor disagree	Has policies for the execution of project management Agree	Has policies for the execution of project management Strongly agree
Makes the policies available to project managers	Makes the policies available to project managers Strongly disagree	Makes the policies available to project managers Disagree	Makes the policies available to project managers Neither agree nor disagree	Makes the policies available to project managers Agree	Makes the policies available to project managers Strongly agree
Project managers are trained in these policies	Project managers are trained in these policies Strongly disagree	Project managers are trained in these policies Disagree	Project managers are trained in these policies Neither agree nor disagree	Project managers are trained in these policies Agree	Project managers are trained in these policies Strongly agree
Project managers follow these policies	Project managers follow these policies Strongly disagree	Project managers follow these policies Disagree	Project managers follow these policies Neither agree nor disagree	Project managers follow these policies Agree	Project managers follow these policies Strongly agree

20. In projects in my organization, the most preferred contract types are...

	Never	Rarely	Occasionally	Frequently	Always
Fixed price contracts	Fixed price contracts Never	Fixed price contracts Rarely	Fixed price contracts Occasionally	Fixed price contracts Frequently	Fixed price contracts Always
Time and material contracts	Time and material contracts Never	Time and material contracts Rarely	Time and material contracts Occasionally	Time and material contracts Frequently	Time and material contracts Always
Alliance contracts	Alliance contracts Never	Alliance contracts Rarely	Alliance contracts Occasionally	Alliance contracts Frequently	Alliance contracts Always
Public-Private-Partnership (PPP) contracts	Public-Private-Partnership (PPP) contracts Never	Public-Private-Partnership (PPP) contracts Rarely	Public-Private-Partnership (PPP) contracts Occasionally	Public-Private-Partnership (PPP) contracts Frequently	Public-Private-Partnership (PPP) contracts Always
Relational contracts	Relational contracts Never	Relational contracts Rarely	Relational contracts Occasionally	Relational contracts Frequently	Relational contracts Always
Other contracts	Other contracts Never	Other contracts Rarely	Other contracts Occasionally	Other contracts Frequently	Other contracts Always

21. What are the most often used project management methodologies? Please 'drag and drop' to rank the choices by frequency of use.

Agile (such as SCRUM)
Mix of Waterfall and Agile
Waterfall (such as PRINCE2)
Self-developed
Other methodologies
No methodology

22. In the last project I worked in...

	Strongly disagree	Disagree	Neither agree nor disagree	Agree	Strongly agree
Team members were assigned to the project	Team members were assigned to the project Strongly disagree	Team members were assigned to the project Disagree	Team members were assigned to the project Neither agree nor disagree	Team members were assigned to the project Agree	Team members were assigned to the project Strongly agree
Planning and scheduling was part of project management	Planning and scheduling was part of project management Strongly disagree	Planning and scheduling was part of project management Disagree	Planning and scheduling was part of project management Neither agree nor disagree	Planning and scheduling was part of project management Agree	Planning and scheduling was part of project management Strongly agree
The progress of the project was controlled	The progress of the project was controlled Strongly disagree	The progress of the project was controlled Disagree	The progress of the project was controlled Neither agree nor disagree	The progress of the project was controlled Agree	The progress of the project was controlled Strongly agree
Measures were taken to counteract plan deviations	Measures were taken to counteract plan deviations Strongly disagree	Measures were taken to counteract plan deviations Disagree	Measures were taken to counteract plan deviations Neither agree nor disagree	Measures were taken to counteract plan deviations Agree	Measures were taken to counteract plan deviations Strongly agree
The project was formally closed-down	The project was formally closed-down Strongly disagree	The project was formally closed-down Disagree	The project was formally closed-down Neither agree nor disagree	The project was formally closed-down Agree	The project was formally closed-down Strongly agree

23. In the last project I worked in, the project manager's leadership style is best described as....

Aversive style: leads through intimidation and reprimands
Directive style: leads by issuing instructions and commands
Transactional style: leads by providing personal and material rewards, manages by exception
Transformational style: leads by setting a vision, is idealistic and inspirational, has high performance expectations
Empowering style: leads by encouraging independent action and opportunity thinking, teamwork, self-development, and participative goal setting
Other (please specify):

24. How many employees has your company?

25. What industry is your company in?

26. Which types of projects are usually done in your organization?

Engineering and/or construction projects
Information Technology/Systems and/or Telecom projects
Organizational change and/or business consulting projects
Other (please specify):

27. What is the typical cost of a project in your organization

Less than € 100,000 (USD 110,000)
€ 100,001 - 1,000,000 (USD 110,001 - 1,100,000)
€ 1,000,001 - 5,000,000 (USD 1,100,001 - 5,500,000)
€ 5,000,001 - 50,000,000 (USD 5,500,001 - 55,000,000)
more than € 50,000,000 (USD 55,000,000)

28. Which country are you working in?

29. Your role/position in the organization

30. The project-based part of your organization (e.g. firm or institution) achieved last year's plan in terms of...

	Strongly disagree	Disagree	Neither agree nor disagree	Agree	Strongly agree
Overall results of the organization	Overall results of the organization Strongly disagree	Overall results of the organization Disagree	Overall results of the organization Neither agree nor disagree	Overall results of the organization Agree	Overall results of the organization Strongly agree
At project portfolio level: financial results	At project portfolio level: financial results Strongly disagree	At project portfolio level: financial results Disagree	At project portfolio level: financial results Neither agree nor disagree	At project portfolio level: financial results Agree	At project portfolio level: financial results Strongly agree
At project portfolio level: customer satisfaction	At project portfolio level: customer satisfaction Strongly disagree	At project portfolio level: customer satisfaction Disagree	At project portfolio level: customer satisfaction Neither agree nor disagree	At project portfolio level: customer satisfaction Agree	At project portfolio level: customer satisfaction Strongly agree
At portfolio level: resource turnover	At portfolio level: resource turnover Strongly disagree	At portfolio level: resource turnover Disagree	At portfolio level: resource turnover Neither agree nor disagree	At portfolio level: resource turnover Agree	At portfolio level: resource turnover Strongly agree
At program level: timely accomplishments of programs	At program level: timely accomplishments of programs Strongly disagree	At program level: timely accomplishments of programs Disagree	At program level: timely accomplishments of programs Neither agree nor disagree	At program level: timely accomplishments of programs Agree	At program level: timely accomplishments of programs Strongly agree
At program level: stakeholder satisfaction	At program level: stakeholder satisfaction Strongly disagree	At program level: stakeholder satisfaction Disagree	At program level: stakeholder satisfaction Neither agree nor disagree	At program level: stakeholder satisfaction Agree	At program level: stakeholder satisfaction Strongly agree
At program level: program purpose	At program level: program purpose Strongly disagree	At program level: program purpose Disagree	At program level: program purpose Neither agree nor disagree	At program level: program purpose Agree	At program level: program purpose Strongly agree
At project level: time, cost, and scope results	At project level: time, cost, and scope results Strongly disagree	At project level: time, cost, and scope results Disagree	At project level: time, cost, and scope results Neither agree nor disagree	At project level: time, cost, and scope results Agree	At project level: time, cost, and scope results Strongly agree
At project level: user requirements	At project level: user requirements Strongly disagree	At project level: user requirements Disagree	At project level: user requirements Neither agree nor disagree	At project level: user requirements Agree	At project level: user requirements Strongly agree
At project level: project purpose	At project level: project purpose Strongly disagree	At project level: project purpose Disagree	At project level: project purpose Neither agree nor disagree	At project level: project purpose Agree	At project level: project purpose Strongly agree