A 'project delivery' mindset generated business case can easily miss massive business value. A different "value delivery" mindset is required.
Strategic growth is too often undermined by a lack of value delivery processes. Five in particular that can be easily put in place.
Here are "28 ways to lose $1 million a day”, lose value and destroy capital — check how many are in your organization
You need to ensure your project health check actually diagnoses your project's health. Most don't, they only conduct a superficial 'check-up'
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.
Orthodox approaches to reengineering get lost in the detail and end up 'swatting flies while missing the elephants'. To avoid this, simplify.
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.
We need to challenge project delivery methods, standards and orthodoxy if we are to improve. We need to become the 'unreasonable man'
When you put benefits center-stage, the value of the benefits identified and 'banked' increase exponentially. It makes sense and is simple to do
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 you frame project governance training determines the level of acceptance by executives. Here is a simple and powerful approach
When should you call out a failing project to ensure you don't waste time, effort and money?
Generating ideas is easy, but turning them into reality is innovation and requires attributes that most organizations don't have.
Too many projects deliver compromises that adversely impact business operations for years. This is a waste and the opposite to success.
A simplistic approach to benefits measurement can actually destroy value. A simplified approach can ensure you realize the value.
Are you the subject of unseen barriers to improving your projects' performance and operations? You may be surprised at the answer.
How to manage the trade-offs between different quality and cost dimensions on projects
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
Functional, technical, and strategic "architectures" do not process charts. They do not necessarily help to improve the business.
The idea of projects not being responsible for benefits is false and needs to be rejected.
Projects do not just exist to solve problems, they are commissioned to deliver the business benefits and value.
Managing the 'iron triangle' is not the key control, you need to manage scope and value to get the benefits you expect.
Organizations try to improve their project delivery methods - this is the wrong approach, they need to improve their value delivery processes
Orthodox project methods and standards are not 'best practice' as they do not deal with the essential business and value elements.
Projects are not the domain of the project and technical managers, but of the business.
Your organization's beliefs are often invisible but control the results sought and attained. To improve you need to make them visible
TOP's international recognition by Gartner as a 2011 Cool Vendor
Orthodox projects start too late and finish too early. To reap the value you need to an end-to-end project delivery process.
Successful projects require the active and knowledgeable involvement of everyone top to bottom, from the board to the frontline staff
The failure of any previous attempts to improve project performance should not constrain you from adopting a new approach.
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!
Assessing if you can deliver successful projects that are strategically relevant is the key to project success.
Accountability for value delivery performance lies at the top of the organization. They need to uplift the organization's value delivery capability.
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.
There are 8 self-evident truths that are too often ignored. This is destroying the business value delivered. You need to know the Truths.
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.
Each of the project, business and executive roles, timeframes and measures of success on project delivery are different
TOP's four lens model changes management's perspectives and the processes involved in value and project delivery