Many organizations struggle to get value from their use of consultants. This is because they have the wrong idea about consultants. Read and learn.
Invisible driver of excessive costs Your organization has a range of capabilities - areas where it is particularly strong and effective that deliver the organization’s services and determine its competitiveness.
The Portfolio Management Office must ensure the project delivery methods deliver the business' desired outcomes, rather than just "finishing" a project.
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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To improve the ROI from project investments you need to uplift your value delivery capability and measure the results of each improvement.
Your organization's value delivery capability determines the results and ROI it will deliver.
If you don't build your organization's capability to deliver value from projects, you will never deliver the value from projects. It's that simple.
When your strategy, business and projects are all aligned the increase in results can be exponential. But this requires a different approach.
Whether you generate productivity from your project investments depends on your organization's level of value delivery capability - as we explain.
Transformation programs demand that the organization has the necessary 'capability' to successfully deliver them. Most organization's are deficient.
Improving your project delivery processes can prevent you easily adopting value delivery processes - processes that actually deliver what you want.
Orthodox approaches to reengineering get lost in the detail and end up 'swatting flies while missing the elephants'. To avoid this, simplify.
The speed of change
Organizations try to improve their project delivery methods - this is the wrong approach, they need to improve their value delivery processes
TOP's international recognition by Gartner as a 2011 Cool Vendor
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.
TOP's four lens model changes management's perspectives and the processes involved in value and project delivery
The cumulative increase in project delivery costs plus the loss of targeted value causes projects to lose half of their available value, unnecessarily
The organization needs to vouch that their projects are not ‘frozen’ before they can be assured it will deliver real value to the business.
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.
Revisiting every aspect of project delivery from 'Corporate Planning' through to 'Benefits Realisation' and each process and role redefinition.
The future is nearly here … and you can be part of it
What does TOP have in common with the iPhone
Is the CFO part of the problem?
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!
Its time to stop this madness! (4)
8: The Five Components of Value Delivery
5 The Value Delivery Capability Model
Most organizations are just not into delivering successful projects. They don't target it or deliver it. How does your organization compare?
How do you introduce Project Governance into your organization?
Your organization's 'value delivery capability' determines the results it gets from its projects; yet few organizations know what their level of capability is