Main findings regarding project innovativeness, PRM organization and evidences
| Case 1 | Case 2 | Case 3 | Case 4 | Case 5 | Case 6 | Case 7 | Case 8 | Case 9 | Case 10 | ||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Organizational aspects | Responsible for PRM | PM | PM | PM | PM | PM | PM | PM | PM | PM | PM |
| People involved in the PRM process | PM and his assistant in all phases, and the sales rep. in phases 1,2 and 4 also | PM and area managers | PM, project architect and PM consultant | CEO and PM consultant | CEO and PM consultant | technical director and PM consultant | team and PM consultant | CEO and PM consultant | PM and innovation manager | PM | |
| Roles in PRM clearly assigned | Yes | Yes | No | Yes | Yes | Yes | Yes | No | Yes | Yes | |
| Internal PRM procedures adopted in the project | Yes | No | No | Yes | Yes | Yes | Yes | No | Yes | Yes | |
| PRM training plan for the people involved in the project | Yes | No | No | No | No | No | Yes | No | No | No | |
| Case 1 | Case 2 | Case 3 | Case 4 | Case 5 | Case 6 | Case 7 | Case 8 | Case 9 | Case 10 | ||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Organizational aspects | Responsible for PRM | PM | PM | PM | PM | PM | PM | PM | PM | PM | PM |
| People involved in the PRM process | PM and his assistant in all phases, and the sales rep. in phases 1,2 and 4 also | PM and area managers | PM, project architect and PM consultant | CEO and PM consultant | CEO and PM consultant | technical director and PM consultant | team and PM consultant | CEO and PM consultant | PM and innovation manager | PM | |
| Roles in PRM clearly assigned | Yes | Yes | No | Yes | Yes | Yes | Yes | No | Yes | Yes | |
| Internal PRM procedures adopted in the project | Yes | No | No | Yes | Yes | Yes | Yes | No | Yes | Yes | |
| PRM training plan for the people involved in the project | Yes | No | No | No | No | No | Yes | No | No | No | |
| Case 1 | Case 2 | Case 3 | Case 4 | Case 5 | Case 6 | Case 7 | Case 8 | Case 9 | Case 10 | |||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Avg | ||||||||||||
| Innovativeness level | Project technologic innovativeness | 5 | 2 | 4 | 5 | 4 | 4 | 5 | 4 | 5 | 3 | 4.1 |
| Innovativeness for the market | 2 | 2 | 2 | 5 | 4 | 4 | 5 | 4 | 5 | 3 | 3.6 | |
| Project management complexity | 3 | 5 | 4 | 4 | 4 | 3 | 3 | 3 | 4 | 2 | 3.5 | |
| Strategic relevance | 5 | 5 | 5 | 5 | 5 | 4 | 5 | 3 | 5 | 4 | 4.6 | |
| Average (avg) | 3.8 | 3.5 | 3.8 | 4.8 | 4.3 | 3.8 | 4.5 | 3.5 | 4.8 | 3.0 | 4.0 | |
| Perceived benefits | Greater probability of project success | 5 | 5 | 3 | 5 | 4 | 4 | 5 | 5 | 4 | 5 | 4.5 |
| Increased external client's trust | 5 | 5 | 3 | – | – | – | 5 | – | – | – | 4.5 | |
| Better decision-making process | 3 | 4 | – | 5 | 3 | 4 | 5 | 4 | 4 | 5 | 4.1 | |
| Lower risk impact | 4 | 4 | 3 | 5 | 4 | 4 | 4 | 3 | 5 | 5 | 4.1 | |
| Better project planning | 5 | 3 | 3 | 4 | 4 | 4 | 5 | 4 | 4 | 4 | 4.0 | |
| Better budget control | 2 | 4 | 3 | 5 | 4 | 4 | 4 | 4 | 5 | – | 3.9 | |
| Better project performance | 4 | 5 | 3 | 5 | 4 | 4 | 4 | 2 | 3 | 4 | 3.8 | |
| Better evaluation of budget reserve | 2 | 4 | – | 3 | 3 | 3 | 4 | 4 | – | 3.3 | ||
| Average (avg) | 3.8 | 4.3 | 3.0 | 4.6 | 3.7 | 3.9 | 4.5 | 3.7 | 4.1 | 4.6 | 4.0 | |
| Case 1 | Case 2 | Case 3 | Case 4 | Case 5 | Case 6 | Case 7 | Case 8 | Case 9 | Case 10 | |||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Avg | ||||||||||||
| Innovativeness level | Project technologic innovativeness | 5 | 2 | 4 | 5 | 4 | 4 | 5 | 4 | 5 | 3 | 4.1 |
| Innovativeness for the market | 2 | 2 | 2 | 5 | 4 | 4 | 5 | 4 | 5 | 3 | 3.6 | |
| Project management complexity | 3 | 5 | 4 | 4 | 4 | 3 | 3 | 3 | 4 | 2 | 3.5 | |
| Strategic relevance | 5 | 5 | 5 | 5 | 5 | 4 | 5 | 3 | 5 | 4 | 4.6 | |
| Average (avg) | 3.8 | 3.5 | 3.8 | 4.8 | 4.3 | 3.8 | 4.5 | 3.5 | 4.8 | 3.0 | 4.0 | |
| Perceived benefits | Greater probability of project success | 5 | 5 | 3 | 5 | 4 | 4 | 5 | 5 | 4 | 5 | 4.5 |
| Increased external client's trust | 5 | 5 | 3 | – | – | – | 5 | – | – | – | 4.5 | |
| Better decision-making process | 3 | 4 | – | 5 | 3 | 4 | 5 | 4 | 4 | 5 | 4.1 | |
| Lower risk impact | 4 | 4 | 3 | 5 | 4 | 4 | 4 | 3 | 5 | 5 | 4.1 | |
| Better project planning | 5 | 3 | 3 | 4 | 4 | 4 | 5 | 4 | 4 | 4 | 4.0 | |
| Better budget control | 2 | 4 | 3 | 5 | 4 | 4 | 4 | 4 | 5 | – | 3.9 | |
| Better project performance | 4 | 5 | 3 | 5 | 4 | 4 | 4 | 2 | 3 | 4 | 3.8 | |
| Better evaluation of budget reserve | 2 | 4 | – | 3 | 3 | 3 | 4 | 4 | – | 3.3 | ||
| Average (avg) | 3.8 | 4.3 | 3.0 | 4.6 | 3.7 | 3.9 | 4.5 | 3.7 | 4.1 | 4.6 | 4.0 | |
| Case 1 | Case 2 | Case 3 | Case 4 | Case 5 | Case 6 | Case 7 | Case 8 | Case 9 | Case 10 | ||
|---|---|---|---|---|---|---|---|---|---|---|---|
| PRM evidences | PRM implementation time/cost | € 3.000 | € 4.000 | € 3.000 | € 10.000 | € 19.000 | € 9.000 | € 2.000 | € 3.000 | € 7.000 | 25 man-days |
| Time/cost justified by the benefits | Yes | Yes | Yes | Yes | Yes | Yes | Yes | Yes | Yes | Yes | |
| PRM useful in the project | Yes | Yes | Yes | Yes | Yes | Yes | Yes | Yes | Yes | Yes | |
| Types of projects to adopt PRM | All | All | New client; high visibility projects ; projects with innovative | The ones that may generate strategic risks for the company | All the innovative ones | All that involve a new product design and the ones with a | All | All | All; if not possible, at least the strategic ones | All | |
| Opportunities considered | Yes | Yes | Yes | Yes | No | Yes | Yes | No | Yes | No | |
| Case 1 | Case 2 | Case 3 | Case 4 | Case 5 | Case 6 | Case 7 | Case 8 | Case 9 | Case 10 | ||
|---|---|---|---|---|---|---|---|---|---|---|---|
| PRM evidences | PRM implementation time/cost | € 3.000 | € 4.000 | € 3.000 | € 10.000 | € 19.000 | € 9.000 | € 2.000 | € 3.000 | € 7.000 | 25 man-days |
| Time/cost justified by the benefits | Yes | Yes | Yes | Yes | Yes | Yes | Yes | Yes | Yes | Yes | |
| PRM useful in the project | Yes | Yes | Yes | Yes | Yes | Yes | Yes | Yes | Yes | Yes | |
| Types of projects to adopt PRM | All | All | New client; high visibility projects ; projects with innovative | The ones that may generate strategic risks for the company | All the innovative ones | All that involve a new product design and the ones with a | All | All | All; if not possible, at least the strategic ones | All | |
| Opportunities considered | Yes | Yes | Yes | Yes | No | Yes | Yes | No | Yes | No | |
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