How To Lose Money, Fast

You can lose money fast on projects by one simple step - not implementing an effective benefits management process. And this is very expensive.

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Just What Is The Portfolio Management Office Accountable For?

The role of the portfolio management office may be known, but what exactly is it accountable for? The answer may surprise you

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We Need To Talk About 'Benefits'

The obstacles to the successful implementation of benefits management come in all shapes and sizes, but boil down to three root causes.

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How To Get Benefits Management Adopted In Your Organization

To successfully implement benefits management you have to tackle three dimensions in the correct order, otherwise you'll fail.

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The Project Versus Value Delivery Perspectives

If you see value delivery as an extension of project delivery you will severely compromise the business value delivered, as we explain

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How To Measure Your Project's Benefits

Benefits management and measurement is easy if you set up your projects to track and deliver the value.

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How To Track Your Strategy's Execution

Tracking your strategy execution is simple and puts you in control of your strategy's execution

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Should You Aim For A Technical Or Organizational Change?

Pure technical projects can miss millions of benefits unnecessarily. All projects should be organizational change projects led by the business..

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Benefits Have To Be Planned, Managed And Delivered To Be Measured

Benefits don't just happen, they have to be planned, actioned and delivered. Benefits delivery is a change process - not a measurement process.

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Simplified Value-Focused Scope And Portfolio Management

Your benefits' value is controlled by your scope and portfolio management processes

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Benefits Management Can Be Simple, Easy And Effective

Benefits Management can be simple, easy and effective. While there are five alternatives, the TOP approach ensures you deliver the benefits.

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The Value Of Defining 'Desired Business Outcomes'

Defining clear, specific, measurable desired business outcomes changes your project, reduces your costs and increases the value. Really!

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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.

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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

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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Critical Insights 10 - Excellent Project Management Cannot Save Poorly Conceived Projects

Critical Insights (10) Most of the attention on projects for the past 20-30 years has been focused on the “how” — principally project management. Methodologies, books, support systems, training and qualifications on project management abound, but the success rate on projects has not increased.

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Critical Insights 3 - 'Tangible' Means 'Measurable'

Critical Insights (3) many business cases have headings of “Tangible” and “Intangible” benefits based on this mistaken understanding of the meaning of the word ‘tangible’. “Tangible” correctly means “measurable” i.e., if a benefit is measurable, then it is tangible. If you can measure an increase in your client’s satisfaction or loyalty, then it is tangible.

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Critical Insights 1 - We Do Projects To Realize Benefits

Getting benefits and value from projects is not peripheral or tangential, rather they are the core reason we do projects. Benefits, therefore, should not be "hoped for" or "someone else’s responsibility" to deliver but the main focus and intent of ALL the project's activities.

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Are Your Projects Designed To Fail?

Use of the orthodox methodologies can ensure each and every project you commission is designed to fail.

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How To Ensure Your Projects Are Focused On Delivering Benefits

Few projects are truly benefits focused; instead most believe that benefits will somehow materialize later. This is an expensive mistake.

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Is Your Project Focussed On The Benefits Delivery? - A Checklist

A checklist you can use to ascertain if your project is really focused on the benefits you want from your project

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Who Is Accountable For Delivery Of The Business Benefits?

Who is accountable for delivery of the business benefits? In most organizations this is still unclear.

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