The Portfolio Management Office must ensure the project delivery methods deliver the business' desired outcomes, rather than just "finishing" a project.
When project/program investment management processes are disconnected from the project portfolio management processes, up to 80% of the project portfolio can be strategically irrelevant!
Orthodox approaches to reengineering get lost in the detail and end up 'swatting flies while missing the elephants'. To avoid this, simplify.
You must document your organization's current state in detail as everything you do today has to be either eliminated or accommodated in the future.
Successful projects require the active and knowledgeable involvement of everyone top to bottom, from the board to the frontline staff
The failure of any previous attempts to improve project performance should not constrain you from adopting a new approach.
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
Lean Six Sigma has a big hole in it that is destroying massive business value - and a simple alternative exists
Critical Insights (12) - A series of information processing steps that represent all or part of an end-to-end process.
Only some processes should be automated otherwise you lose the knowledge you require