The worst profession in the world?
In a sea of change do we need to change how we approach projects or just perform better? If we're doing what we should be doing, we can deliver value
Outputs versus Outcomes
How to refocus your project onto value
I have not got time right now!
Why you should NOT try to improve how you do projects!
Survival of the fittest. Companies are going to have to be smarter in how they reduce costs and remain ‘fit’ to survive.
Is ‘avoided loss’ a benefit?
Am I being unreasonable? It is important to monitor and analyze the true value of a project to avoid underestimating the worth of your work.
Extra or Alternative?
Its time to stop this madness! (4)
Its time to stop this madness! (3)
Its time to stop this madness! (2)
Its time to stop this madness! (1)
The essential THIRD dimension
Off and running - where?
The Power of Babel
Most of the value lost in projects is lost well before the project gets to implementation. This value loss may occur due to business (in) activity rather than be the fault of the project.
Project Governance on Steriods
Please Mr Client, can I have some more?
A set of criteria to equip management to avoid pouring good money after bad by knowing when to stop funding a project or program.
Who’s on first?
Are you ‘competent’ or ‘capable’?
Jelly Management
The three indelible numbers
Identifying, assessing and managing your project's and benefits' delivery risks is essential and can be simple.
Railroaded
True value
There are three sets of success measures applicable to every project, but two are rarely found, targeted or delivered
Are untested assumptions the most dangerous aspect of projects? They can cause projects to fail. Let's ban them.
9: The Change Planning Framework
8: The Five Components of Value Delivery
The Executive has the imperative role and responsibility to 'own' the project throughout its lifecycle. He/she has the specific duties of overseeing the development of the Project Brief and Business Case and thereafter hold a Post-Project Review to ensure the required values are realised.
7: The Governance Structure
Organizations are shying away from choosing to focus on value delivery—which is very expensive
6: The Evaluation Model
Is the concept of 'value delivery' incompatible with project delivery or does one drive the other? We explain
5 The Value Delivery Capability Model
The accuracy of project estimates is determined by the level of uncertainty at the time. The known accuracy of your estimates is a key determinant of project success.
3: The Value Gap
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)