Projects delivered to specification can still fail at the implementation stage. Only effective implementation ensures project success
Project time and cost management are still critical but are not measures of project success
The orthodox measures of project success are, when you really think about it, absurd. They measure inputs not outputs but what you want is outputs.
Stakeholder management ignores the fact that the business areas impact, management and sponsor are the owners and investors
Has strategic sourcing overstepped its powers and needs to be reined in? What should it be doing?
The three strategic software selection rules prevent unnecessary expenditure and failed results from new software. But too often they are ignored.
When you think about it, measuring project success using the Triple Constraint or Iron Triangle is absurd. They measure completely the wrong dimensions
The standard Triple Constraint or Iron Triangle measures of project success actually cause expensive to the business problems and should be replaced
How you measure project success determines if your projects deliver successfully in business terms
Your project prioritization process determines your future competitiveness and results. Excellent organizations demand an excellent prioritization process.
Project success requires you to know all of the activities required, your path dependencies and your benefits' up-to-date value. Do you know this for your project?
The TOP Value Equation equips you to define and deliver true project success that maximizes the business value realized
Lack of project success incurs massive costs - both visible and invisible. No organization can afford such failure.
You cannot track project success through orthodox project reporting, there are four critical areas that need to be tracked and measured to ensure the success of your project
Here are 7 prerequisites that you need to have in place for successful projects. You should check each project today against the checklist provided.
Every project must measure its strategic contribution as the first element of project prioritization.
The measures of project success abound, but there are 10 key measures of success that matter to the business.
Project completion does not equal project success. Project success is a different measure that orthodox methodologies do not support. A new approach is needed.
Is your organization targeting project success or trying 'not to fail'? Winning or not losing are diametrically different approaches.
The lack of clear, specific 'desired business outcomes' statements measurable with a true/false question driving the project dooms projects to fail in part or in full.
The Portfolio Management Office must ensure the project delivery methods deliver the business' desired outcomes, rather than just "finishing" a project.
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!
The notion of a 'balanced portfolio mix' is a hoax. Your project portfolio needs to demonstrably deliver your strategy. It really is that simple.
The orthodox view of portfolio management as a super-set of projects and programs is wrong rather it is a subset of strategy execution.
The fact Victoria still doesn't know how well Myki is performing is a perfect representation of the project’s failure.
The role of the portfolio management office may be known, but what exactly is it accountable for? The answer may surprise you
To understand project portfolio management you need to understand when you need a Portfolio Office
The obstacles to the successful implementation of benefits management come in all shapes and sizes, but boil down to three root causes.
Speed is good when it is accompanied by quality. Quality of thought. Quality of preparation. Quality of planning and execution.
Technical projects are often hard to justify in business and financial terms. This is a problem the TOP Value Equation resolves simply.
Your project's desired business outcomes can be your primary measure of success only when you know how to define them
With this 'black hole' you can lose control of your project and what you're trying to achieve. Yet the TOP Value Equation can fill this hole.
To successfully implement benefits management you have to tackle three dimensions in the correct order, otherwise you'll fail.
Invisible waste driver - people don't see the complexity retained that will cost them for years. Designing, developing and delivering something that should no longer exist is a complete waste.
It's time to axe the tax. Imagine that there is a tax of between 25% and 100%. This tax is totally voluntary yet 95% of firms are, unknowingly, paying it.
Many organizations struggle with how to prioritize their projects - how to objectively select the highest priority projects that are strategically relevant, worthwhile, doable and which are required to be done now. Yet project prioritisation is really quite simple.
My first project for which I was the Project Sponsor was a failure. I was sponsoring a project to replace a closed system with a new flexible, open system.
Research has shown that more projects fail due to poor project governance than poor project management.
What you don't know can be high risk and high cost to you personally and to your organization.