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Project Portfolio Management (PPM)
Thank you for your participation in the Project & Portfolio Management (PPM) analysis to date. This survey (as outlined in the email) is required to assist us focus our efforts during the 'detailed analysis phase'.
Please ensure you complete the *mandatory fields below and rate the weakness statements on the next page.
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| * First Name | | | | * Last Name | | | | * Group | | | | * Division | | |
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| * I manage funds, budget or approve project proposals |
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How to complete this survey:
Review each statement and select one of the following options:
(1) No basis - Not applicable to me
(2) Disagree
(3) Agree - If you agree, rate the extent (1 being the lowest and 10 being the highest) to which you believe that the weakness impacts the department's ability to make effective strategic investment and resource allocation decisions |
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| Weakness 1: An operational (i.e. core business) rather than a strategic approach towards emergency response compromises our ability to manage emergencies promptly and effectively. |
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| Weakness 2: Inadequate investment in detailed planning activities results in projects that are poorly scoped and costed, impacting our ability to meet stated objectives and outcomes. |
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| Weakness 3: Lack of direction and agreement about the relative priority of projects and activities make it difficult for me to deal with emergency response, competing work requirements and resource options. |
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| Weakness 4: Misaligned timelines for divisional business planning activities and corporate reporting results in double-handling or advice that needs to be re-visited. |
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| Weakness 5: Poor collaboration and definition of roles and responsibilities for cross-sectoral initiatives (e.g. climate change), makes it difficult to monitor and manage projects that span Project Assessment Groups (PAGs) or divisional boundaries. |
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| Weakness 6: Project governance processes do not effectively enforce accountability for project delivery (e.g. on time, to budget), impacting DPI's ability to meet project objectives and outcomes. |
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| Weakness 7: Absence of reliable project variation reports (tracking of milestones, budget etc.) requires me to consult directly with the project lead to obtain accurate project status. |
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| Weakness 8: Duplication and discrepancies in project information within corporate systems (e.g. CMI, PCM and MIS) require me to consult directly with a designated staff member or the contract to obtain accurate information. |
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| Weakness 9: Insufficient data, clarity of reporting purpose and an inability to aggregate/link multiple projects within corporate systems (e.g. CMI, PCM and MIS) makes it hard to effectively monitor and report on the performance of work programs across a portfolio or structural boundaries. |
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| Weakness 10: Lack of appropriate quantitative project and service performance indicators make it difficult for me to assess and report the performance in relation to strategic DPI objectives. |
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| Weakness 11: Lack of comprehensive emergency response related data (e.g. time & effort spent) and poor linkage with business planning activities, impacts our ability to report and effectively manage the consequences of emergencies on current and future work. |
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| Weakness 12: Poor integration of project, people, finance, risk and site data in corporate systems requires me to undertake significant time and effort to produce effective management reports. |
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| Weakness 13: Poor visibility of current and future resource commitments leads to an inadequate view of capacity and prevents me from making informed and objective re-allocation decisions. |
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| Weakness 14: Staff capabilities are not captured systematically which makes it difficult for me to identify capability gaps, effectively manage my workforce and recruit to meet future demand. |
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| Weakness 15: Variability of project management skills and practices, makes it difficult to ensure the consistency of project delivery across my portfolio or work area. |
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