This survey is to determine the perceived level of project management maturity within an organisation.

All questions need to be answered. The survey will take approximately 10 minutes to complete.

This review allows organisations the opportunity to focus on improving selected project management application areas.

The answer options range from 1, 2, 3, 4 and 5. A score of 1 is very low and 5 is very high.

The intention of this survey is to assist in identifying any areas within your organisation’s project management approach that could be enhanced. A better appreciation of your organisation’s project management maturity will be achieved if multiple people complete the survey. This allows for a comparison of results to determine if there is a common trend.

There is no obligation for you to use YourProjectManager services to assist you and your organisation. The survey can be completed anonymously, simply type in “dummy” identifying information. The survey results report will still be available.

Survey Form

Name *
Position *
Email *
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Please enter your market segment
Please enter your (ANZSIC)
industry type
Type of Projects undertaken
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1. Project Management Process

1.1. Do you consider you are you sufficiently trained in project management e.g. PMBOK, PRINCE2, Agile, in-house system or other?
1.2. To what extent do you follow a project management framework for your projects?
1.3. How well was the implementation of previous change initiatives within the organisation managed?
1.4. How well documented are the policies and procedures around project management?
1.5. Do you know how projects currently get allocated to the various Project Managers?

2. Scope Management Plans

2.1. How well are all project scopes clearly defined and documented (including a work breakdown structure - WBS)?
2.2. How do you rate the approval/authorisation process with the Sponsor and/or Client?
2.3. . Do “change requests” (variations) get consistently assessed, authorised and logged into a Change Register?
2.4. How much do you consider the project’s Business Case to support your decisions when assessing “change requests”?
2.5. How well are “change requests” reported against the baseline scope?

3. Schedules/Gantt Charts

3.1. How critical is time management as driver for your projects?
3.2. How sophisticated is your scheduling, ranging from no schedule, to paper, through to Microsoft Project, Gantt charts, or Primavera?
3.3. How well is your “milestone schedule” used?
3.4. How well is your “schedule” reported against the project schedule baseline?
3.5. In relation to schedule changes is there a process followed when project scope changes or variations occur?

4. Budgets /Cost Control

4.1. How critical is cost management as driver for your projects?
4.2. How sophisticated is your cost management system, ranging from no budget, to paper, through to Microsoft Project, Excel, Accounting software?
4.3. Is there a process followed when project cost tolerances are exceeded or changed?
4.4. How close is “Time” managed and/or linked to “Cost”?
4.5. How successful is the project budget in being met?

5. Quality Management Plans

5.1. How critical is quality management as driver for your projects?
5.2. Does your Lessons Learned Register(s) get reviewed regularly to assist with Continuous Improvement of your projects?
5.3. How well developed are your typical Quality Assurance (QA) processes and Quality Control (QC) techniques that are applied to your projects?
5.4. How well does your Configuration Management work; do you have version control, project management policies and procedures that are followed?
5.5. To what level are Stakeholders engaged to determine the level of quality that is acceptable?

6. Risk Management Plans

6.1. To what level is there an enterprise risk policy and/or framework in place?
6.2. How well are projects assessed for risks (threats)/opportunities and logged into a Risk Register?
6.3. How sophisticated is a Project Risk Management Plan that is used to manage risks and issues?
6.4. How well developed and managed is the Risk Budget (contingency)?
6.5. Do you think the Risk Management and Risk Register are adequately monitored and updated sufficiently for your projects?
6.6. Are regular Team Meetings/workshops conducted throughout larger projects?
6.7. Are team meetings and workshops considered to be productive?

7. Human Resource Management Plans

7.1. How well developed is your Human Resource Management Plan in identifying and documenting project roles, responsibilities, and reporting relationships?
7.2. Is there a process to determine how your projects are assessed for HR requirements and performance? e.g. RACI chart
7.3. How much control do you have in selecting your project team?
7.4. How often do you use a Resource Graph or Resource Calendar for resource leveling?
7.5. Is there a process followed when project scope changes or variations occur?

8. Communications Management Plans

8.1. How well developed is the Stakeholder analysis for your projects?
8.2. Do standard meeting agendas and minutes exist for your projects?
8.3. Does everyone follow a standard directory structure for your project documents and emails?
8.4. Do you use Action Plans (or Issues Registers)?
8.5. How well documented is the formal communication planning methods used for projects?
8.6. How useful are the regular standardised project status reports that you produce?

9. Procurement Management Plans

9.1. How formal is your financial/purchasing delegations policy and/or procedures?
9.2. Do you use standard contracts, agreements and purchase orders or pre-qualified suppliers?
9.3. How well managed are your existing purchasing and procurement activities within your projects?
9.4. How consistently is a procurement process followed when project scope changes or variations occur?
9.5. How well connected is your project procurement to your project risk management?

10. Project Lifecycle

10.1. How sophisticated is your Project initiation documents (e.g. Feasibility Study, Business Case, and Project Charter) and authorisation processes exist?
10.2. Do projects get formally reviewed at completion to see if they are financially successful and their objectives met?
10.3. Do projects get formally reviewed at completion to see if the client received their expected outcomes and benefits were realised?
10.4. During the project execution how well do you monitor and control the scope, costs, schedule, quality, risks, and benefits?
10.5. How formal is the approach to improve future projects and the changes made to your Project Management system and processes?

11. Strategic and Business Plan

11.1. Is there a current Strategic Plan and/or Business Plan and how well developed and comprehensive is it?
11.2. How clearly can you identify the alignment between the Strategic/Business plan and your projects?
11.3. How well developed is your Programme Management system?
11.4. How formal is the project board or advisory panel (sponsor)?
11.5. How well developed is the policy and procedures register?
11.6. How much does the strategic and business plan influence the decision of what projects receive priority and resources?

12. People

12.1. How receptive are you changes to systems and processes?
12.2. How well have you been well supported when changes are made (training /coaching /performance)?
12.3. Was the implementation of previous change initiatives within the organisation well managed?
12.4. How well do you follow the process when project scope changes or variations occur?
12.5. How happy do you think people are who implement project management?

13. Technology

13.1. How fully developed is your project management system that is used to plan and then manage your projects?
13.2. How developed is any workflow models as to how projects are run?
13.3. How aware of your competition’s level of sophisticated in relation to project management are you?
13.4. How much do you think you or your organisation would benefit from external expert assistance?
13.5. How much training/coaching do you receive in using your project management software?