Why Project Delivery = Lost Business Value

A 'project delivery' mindset generated business case can easily miss massive business value. A different "value delivery" mindset is required.

The Pre-Requisites To Strategic Growth

Strategic growth is too often undermined by a lack of value delivery processes. Five in particular that can be easily put in place.

The Cost Of Capital Mis-Management

Here are "28 ways to lose $1 million a day”, lose value and destroy capital — check how many are in your organization

What Type Of 'Health Check' Do You Need?

You need to ensure your project health check actually diagnoses your project's health. Most don't, they only conduct a superficial 'check-up'

The Need To Challenge Orthodox Project Thinking

Few are "joining the dots" to understand that the orthodox way we approach and deliver projects is incomplete. Some of the "dots" are missing, some are not working, and some are actually destroying value.

Problems With Reengineering Approaches

Orthodox approaches to reengineering get lost in the detail and end up 'swatting flies while missing the elephants'. To avoid this, simplify.

The Importance Of Knowing Your Current State In Detail

You must document your organization's current state in detail as everything you do today has to be either eliminated or accommodated in the future.

The need to challenge orthodoxy

We need to challenge project delivery methods, standards and orthodoxy if we are to improve. We need to become the 'unreasonable man'

The Need To Put Benefits Center-Stage

When you put benefits center-stage, the value of the benefits identified and 'banked' increase exponentially. It makes sense and is simple to do

Join The Revolution In Project Governance

Project Governance has been neglected yet a governance team can destroy more value in five minutes than a project team can destroy in five weeks. Poorly understood, poorly supported and poorly executed it is not surprising that more projects fail due to poor project governance than poor project management. Yet while we invest millions in project management we invest next to nothing in project governance.

How To Get Executives To Accept Project Governance Training

How you frame project governance training determines the level of acceptance by executives. Here is a simple and powerful approach

When Do You Call Out A Failing Project?

When should you call out a failing project to ensure you don't waste time, effort and money?

Insight v Innovation

Generating ideas is easy, but turning them into reality is innovation and requires attributes that most organizations don't have.

The Need To Be Cruel With Projects To Ensure Success

Too many projects deliver compromises that adversely impact business operations for years. This is a waste and the opposite to success.

Too Simplistic Approach To Benefits Measurement Destroys Value

A simplistic approach to benefits measurement can actually destroy value. A simplified approach can ensure you realize the value.

Unseen Barriers To Project Improvement

Are you the subject of unseen barriers to improving your projects' performance and operations? You may be surprised at the answer.

How To Determine Your Desired Quality Dimensions

How to manage the trade-offs between different quality and cost dimensions on projects

The Dangers Of 'Sliders' As Quality Controls

The use of 'sliders' as quality controls can cause projects to be compromised at the outset - which is totally unnecessary and very wasteful.

The Speed Of Change

The speed of change

Functional Architectures Are Not Processes

Functional, technical, and strategic "architectures" do not process charts. They do not necessarily help to improve the business.

Projects Don’t Deliver Outcomes Or Benefits Only Outputs | Myth 6

The idea of projects not being responsible for benefits is false and needs to be rejected.

Projects Exist To Solve Problems | Myth 5

Projects do not just exist to solve problems, they are commissioned to deliver the business benefits and value.

You Can Only Have Two Out Of The Three Elements Of The Iron Triangle | Myth 4

Managing the 'iron triangle' is not the key control, you need to manage scope and value to get the benefits you expect.

Project Methods Control The Results Delivered | Myth 3

Organizations try to improve their project delivery methods - this is the wrong approach, they need to improve their value delivery processes

Project Management And Other Standards Are 'Best Practice' | Myth 2

Orthodox project methods and standards are not 'best practice' as they do not deal with the essential business and value elements.

Projects Are The Domain Of Project And Technical Experts | Myth 1

Projects are not the domain of the project and technical managers, but of the business.

The Power Of Beliefs On Project Results

Your organization's beliefs are often invisible but control the results sought and attained. To improve you need to make them visible

International Recognition For TOP By Gartner

TOP's international recognition by Gartner as a 2011 Cool Vendor

The Need For An End-To-End Project Delivery Process

Orthodox projects start too late and finish too early. To reap the value you need to an end-to-end project delivery process.

The Need For A TOP-To-Bottom Approach

Successful projects require the active and knowledgeable involvement of everyone top to bottom, from the board to the frontline staff

Constraints On Project Performance Improvement

The failure of any previous attempts to improve project performance should not constrain you from adopting a new approach.

To Improve Project Performance Optimize Don't Compromise

There are eight steps that easily move your projects to optimization - more value for less cost. Avoid unnecessary compromise.

TOP Of The Morning To You!

TOP of the morning to you!

The 8 Self Evident Value Delivery Truths #4 Don't Start What You Can't Finish

Assessing if you can deliver successful projects that are strategically relevant is the key to project success.

The 8 Self Evident Value Delivery Truths #3 Who Is Accountable For Value

Accountability for value delivery performance lies at the top of the organization. They need to uplift the organization's value delivery capability.

The 8 Self Evident Value Delivery Truths #2 Limiting Beliefs

Most projects miss, lose or destroy more value than they deliver due to ignoring the 8 self-evident truths that dispel the all too common myths.

The 8 Self-Evident Value Delivery Truths #1 Why We Need A New Approach

There are 8 self-evident truths that are too often ignored. This is destroying the business value delivered. You need to know the Truths.

TOP's Four Lens Perspective On Projects 5 - Four Lenses Are Required For Success

The focus of project delivery is cost, of business owners is value, and executive management is ROI, but they all must work together to succeed.

TOP's Four Lens Perspective On Projects 4 - Technical Control

Each of the project, business and executive roles, timeframes and measures of success on project delivery are different

TOP's Four Lens Perspective On Projects 3 - Program Control

TOP's four lens model changes management's perspectives and the processes involved in value and project delivery