Most prioritization process are missing one or more steps or criteria. Here we detail the criteria and prioritization process required for results
Your own staff are an untapped resource of ideas, skills and wisdom. It makes sense to give them the tools that allow you to harness these talents to deliver extraordinary results with low risk.
There is an assumption that the Iron Triangle/Triple Constraint measures of ‘on time, on budget and to specification’ are benign. There is no harm or risk in using them as the measures of project success.
Improving the current approaches has not improved project results. A new, upside down approach is needed to break through to consistent success using outcomes.
Business reengineering morphed into anything to do with processes. Business Simplification reinstates the intended power of re-engineering
Continuous improvement is too limited in their impact, you need a more radical approach to breakthrough to new ways of operating
Project-focused PMOs are in danger. Strategic project portfolio management offices can thrive, if they know what to do.
Different parties involved in projects define 'success' at different stages creating confusion as to what 'success' really is and causing real success to be missed
Whereas in life there is not a standard definition of 'value', there can be for project investments
The TOP Value Equation can put you in control of your projects, their value and their successful delivery. We explain how.
Each board needs to these five key controls so as to be in full control of its capital investments, project portfolio and future competitiveness.
Not all benefits management processes have the same impact. The approach you choose will determine the level of benefits you deliver.
The TOP Value Equation defines your measures of success while increasing your control and your project's value and minimizing waste. And it is simple to generate.
Why don't projects deliver the benefits expected? Here are 10 reasons why benefits are lost and a simple, four-step process to address the problem.
Banking benefits from projects should be a ‘no-brainer’ – yet it seems to be a big problem. Indeed, fewer than one-third of organizations worldwide even attempt to measure the benefits from their project investments. And those that do, tend to adopt approaches that decrease rather than increase the value of their benefits…
Strategies define what your business does, the markets it is in and the initiatives/projects it undertakes. Even if you do not have a written-down, formally articulated strategy document, your business still has a strategy. And your strategy should be driven by outcomes.
Investing the capital of a business to achieve the returns is crucially important. Only the top 5% of organizations can and consistently do, deliver their strategy and major programs effectively and reap the results.