Without the top two 'value delivery lenses' projects are doomed to fail. Find out more.
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.
Lean Six Sigma has a big hole in it that is destroying massive business value - and a simple alternative exists
While maturity models abound, to advance you merely need to change your frame of reference and think differently - as we explain
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.
The trend for early business cases is actually destroying value when it is intended to protect it.
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.
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.
MSP does not aim to deliver value, only build the capability to deliver value. TOP ensures all projects and programs deliver value.
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 that should make you laugh
Most project investments are losing far more money than appears. Maybe double or more. The actual waste is massive. Learn why.
TOP provides a comprehensive, top-to-bottom approach to enable successful benefits and value delivery.
Project cost overruns can cause projects to go over 100% over budget, thereby destroying value. Find out why
If you reduce the level of unnecessary project rework you can reduce the project delivery costs by 15%-20%
By defining and simplifying your business requirements you can eliminate 20% of operational costs by reducing complexity
High project failure rates generate a 15% 'tax' on the total cost of projects
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.
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.
Even after you have delivered the benefits, you can lose them again if your change management process does not make sure they stay "sticky".
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.
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.
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.
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? 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
The organization needs to vouch that their projects are not ‘frozen’ before they can be assured it will deliver real value to the business.
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 - 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. 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
Do recruitment supplier panels add value or destroy it?
Are Project Managers a ‘commodity’?
Solving the non-problem
What is the difference between a ‘contractor’ and a ‘consultant’?
Two critical questions to ask your consultants
A Project Sponsor walked into a bar …
A disaster in flight
Proven detail
Revisiting every aspect of project delivery from 'Corporate Planning' through to 'Benefits Realisation' and each process and role redefinition.
TOPics
- Benefits Management (29)
- Business Case (24)
- Business Simplification (5)
- Capability Development (38)
- Capital Investment (24)
- Change Management (17)
- Consultants (1)
- Costs and Waste (16)
- Engineered Thinking/Ideas/Innovation (8)
- Fifteen Critical Insights (15)
- Idea / Project Initiation (3)
- Mental Models, Beliefs and Myths (18)
- Outcomes Thinking (10)
- Path Dependency (10)
- Prioritization (13)
- Process Management (11)
- Productivity Improvement (7)
- Program / Project delivery (40)
- Project Controls (52)
- Project Governance (90)
- Project Management (4)
- Project Success (46)
- Project Validation (2)
- Risk Management (5)
- Scope Management (5)
- Standards/Frameworks/Methods (14)
- Strategic Project Portfolio Management (16)
- Strategy Execution (40)
- The TOP Four Lenses (1)
- TOP compared to orthodox approaches (7)
- Value Delivery (83)
- Value Equation (60)