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The business case or a summary of it is usually the key document for evaluation and approval of the project. This is inadequate. At the evaluation stage you also need to validate the project set up too as this can be an invisible driver of excessive costs.

Over 50% of each project's potential value can be lost unnecessarily. It is your choice. You can choose to have project success—to deliver all the value possible.

You'll run out of quality resources before you run out of investment funds. The Project Portfolio Management office must manage resources to maximise success

When project/program investment management processes are disconnected from the project portfolio management processes, up to 80% of the project portfolio can be strategically irrelevant!

What you don't know can be high risk and high cost to you personally and to your organization.

If you don't build your organization's capability to deliver value from projects, you will never deliver the value from projects. It's that simple.

The success of most projects is measured by time and cost - the inputs. Success should instead be measured by what comes out of the project.

The orthodox distinctions ​between "what is a project" and "what is a program" are wrong. Here we explain why and what the real differences are.

"Value Delivery" is not just "Project Delivery" with benefits and value tacked on. It starts with a completely different mindset and approach.

You need to specify how your project is to be controlled and reported so that the value defined in the Business Case is protected. This ensures your project will be an outstanding success.​