Where are you on your PPM journey?
Five questions. No jargon. An honest picture of where your organisation is today – and what, if anything, to do about it.
do it
organised
hard
not optimising
control
How many projects or initiatives does your organisation typically have running at any one time?
This helps us calibrate what the right level of structure looks like for your organisation.
Fewer than 5
We handle things as they come.
5 to 20
We are reasonably busy.
20 to 50
We run a lot simultaneously.
More than 50
We are a high-volume project environment.
How do you currently manage your projects?
Pick the option that most honestly describes how things work today, not how they should work.
Informally
Through emails, meetings, and individual judgement.
Basic tools
Spreadsheets or simple task lists, but nothing consistent.
Dedicated software
We use a project management tool, at least for some projects.
A structured system
We have a consistent, shared approach across the organisation.
Which of these sounds most like your organisation right now?
Pick the most honest description – not the one you're working towards.
We just do it
Projects get done through individual effort and determination. There is no single way of doing things – it depends who is leading. It's how we've always got by and it's mostly worked in the past, but not without sacrifice.
We're getting organised
We have some tools and processes in place – schedules and some trackers in spreadsheets, but it's inconsistent and people tend to do it their own way. Leadership does not always have the picture they need.
We're running hard, but not running smooth
We have project leads, defined processes and some reporting. But we are still reactive. Issues surface later than they should. Decisions take longer than expected. Whether a project succeeds still depends too much on who is leading it. The system should be doing more of the heavy lifting.
We're managing, but not optimising
We have a PMO and governance happens. Portfolio visibility exists. But resource conflicts often surface too late, teams are stretched across too many things, and reporting still takes more effort than it should. We know what good looks like but cannot fully get there.
We're in control and focused on doing the right things
The portfolio is actively managed. Leadership makes deliberate decisions about what to start, stop, and prioritise. The PMO is a strategic function, not a reporting layer.
What is the biggest pressure you are feeling right now?
We've always got by – but we're growing, and it's getting harder to keep track
The volume and complexity of projects is increasing. The old ways are not scaling. Management expects things to just happen, but there is less and less slack in the system.
We don't have capacity – things just keep getting added to the list
New projects arrive faster than old ones finish. No one says no. The team is stretched, priorities keep shifting, and people are working hard without always working on the right things.
Leadership doesn't have the visibility they need
When senior stakeholders ask about portfolio status, the answer takes time to pull together and varies by who you ask. There is no single, reliable picture.
We're doing lots of projects, but not necessarily the right ones
There is no real prioritisation process. Projects get approved because someone senior wanted them, not because they were evaluated against what the organisation actually needs.
Good processes exist, but execution is inconsistent across teams
The framework is there. Not everyone follows it. Results depend too much on individual project leads rather than the system that is supposed to support them.
What would you most like to achieve or improve?
Select all that apply – we care about outcomes, not project management for its own sake.
Deliver faster
Shorter time to value, less time lost to rework, delays and misalignment.
Reduce the cost of delivery
Fewer overruns, less waste, resources used where they matter most.
Make reliable commitments
Give leadership and clients confidence in timelines and budgets.
Move faster than competitors
Get to market quicker and build a reputation for getting things done.
Unlock more capacity
Less firefighting, more focus – a team energised by the work rather than exhausted by it.
Invest in the right things
Ensure the work that gets done is the work that actually moves the business forward.
