TOP's Four Lens Perspective On Projects 2 - Business Value

Without the top two 'value delivery lenses' projects are doomed to fail. Find out more.

TOP's Four Lens Perspective On Projects 1 - Investment Strategy

TOP's four lens model changes management's perspectives and ​processes for value and project delivery When we approach project delivery through the cost control lens we are doomed to failure. Two additional lenses are required for success.

The big hole in Lean Six Sigma

Lean Six Sigma has a big hole in it that is destroying massive business value - and a simple alternative exists

Different Perspective Versus Maturity

While maturity models abound, to advance you merely need to change your frame of reference and think differently - as we explain

‘Doing’ Versus ‘Delivering’ Project Measures Of Success

The true measure of project performance and success is delivering and achieving our desired outcomes; not doing and completing tasks. We need to change our project measures of success.

Your Business Case Timing Can Be Destroying Massive Value

The trend for early business cases is actually destroying value when it is intended to protect it.

TOP & MSP (4) - The Business Change Manager

In MSP the Business Change Manager (BCM) is usually a business area manager (and should never be a contractor). They have been assigned the main benefits delivery role.

TOP & MSP (3) - Benefits and Outcomes

Both the OGC’s “Managing Successful Programmes” (MSP) approach and TOP are focused on ‘benefits’. However, the two approaches have different definitions of what a benefit is and different ways of ensuring they are delivered.

TOP& MSP (2) - Delivery Accountabilities

MSP does not aim to deliver value, only build the capability to deliver value. TOP ensures all projects and programs deliver value.

TOP & MSP - The Blueprint

Prince2 delivers outputs or products — MSP delivers capabilities. Neither approach delivers clear, measurable ‘business outcomes’. MSP refers to ‘outcomes’ but these are, in TOP terms, benefit statements.

Bit Of A Laugh - Some IT Industry Definitions

Bit of a laugh - some IT industry definitions that should make you laugh

Are Your Investments Losing More Money Than You Think?

Most project investments are losing far more money than appears. Maybe double or more. The actual waste is massive. Learn why.

The TOP Solution

TOP provides a comprehensive, top-to-bottom approach to enable successful benefits and value delivery.

Why Do Project Costs Increase?—Cost Overruns

Project cost overruns can cause projects to go over 100% over budget, thereby destroying value. Find out why

How To Reduce Project Costs - Reduce Project Rework

If you reduce the level of unnecessary project rework you can reduce the project delivery costs by 15%-20%

How To Reduce Project Costs – Simplify Ongoing Operational Complexity

By defining and simplifying your business requirements you can eliminate 20% of operational costs by reducing complexity

How To Reduce Project Costs - Reduce Project Failure

High project failure rates generate a 15% 'tax' on the total cost of projects

Where Does The Value Go On Projects - 7? Value Loss Through Project Delays

Every day your project is delayed, you lose that day's value, permanently. Time is money. You need an active and effective value delivery approach.

Where Does The Value Go On Projects - 6? Losses Due To Late Benefits Delivery

Projects can progressively deliver benefits and value throughout their duration. You don't (and shouldn't) wait till the project is handed over to start making the changes needed to deliver value.

Where Does The Value Go On Projects - 5? Value Lost Because Benefits Were Not Sticky

Even after you have delivered the benefits, you can lose them again if your change management process does not make sure they stay "sticky".

Where Does The Value Go On Projects - 4? 50% Lost From Failing To Actively Realize Benefits

If you fail to actively deliver the post-project benefits, you can lose over 50% of the available value. You need a simple, effective process to ensure you deliver the benefits.

Where Does The Value Go On Projects - 3? Up to 100% Lost From Scope Changes

Value loss from poor scope management comes in two forms – missed value and destroyed value. When changing, project scope can eliminate some or all of the project's value, this needs to be carefully managed by the governance team.

Where Does The Value Go On Projects - 2? 25% Lost From The Business Case

Most business cases miss at least 25% of the value available from the project. That's a quarter of the potential project value lost before you even start. You can easily fix it.

Where Does The Value Go On Projects - 1?

The cumulative increase in project delivery costs plus the loss of targeted value causes projects to lose half of their available value, unnecessarily

Own Goals?

Own goals? On-time/on a budget are measures of project efficiency, not business value. Until we take a business perspective, we'll continue to disappoint our business partners.

Looking The Wrong Way

Looking the wrong way

Frozen Out

The organization needs to vouch that their projects are not ‘frozen’ before they can be assured it will deliver real value to the business.

Watching

In our governance training, we emphasize that governance is about two things above all else – the delivery of desired business outcomes, benefits and value, and taking action. Project governance is not for watchers.

Scoring Goals

Scoring goals - it is not important to set goals and work towards sustaining the operations along with those set goals, but all the means must be utilized in order to achieve those goals and objectives.

Ignoring The Obvious

Ignoring the obvious. Risk management is inevitable if the project needs to run smoothly. If they are ignored, the organization may lose the direction of its objectives.

The Difference Between An Audit And A Diagnostic

The difference between an Audit and a Diagnostic

Do Recruitment Supplier Panels Add Value Or Destroy It?

Do recruitment supplier panels add value or destroy it?

Are Project Managers A ‘Commodity’?

Are Project Managers a ‘commodity’?

Solving the Non-Problem

Solving the non-problem

What Is The Difference Between A ‘Contractor’ And A ‘Consultant’?

What is the difference between a ‘contractor’ and a ‘consultant’?

Two Critical Questions To Ask Your Consultants

Two critical questions to ask your consultants

A Project Sponsor Walked Into A Bar …

A Project Sponsor walked into a bar …

A Disaster In Flight

A disaster in flight

Proven Detail

Proven detail

Closer And Closer

Revisiting every aspect of project delivery from 'Corporate Planning' through to 'Benefits Realisation' and each process and role redefinition.