The three strategic software selection rules prevent unnecessary expenditure and failed results from new software. But too often they are ignored.
The Portfolio Management Office must ensure the project delivery methods deliver the business' desired outcomes, rather than just "finishing" a project.
The orthodox view of portfolio management as a super-set of projects and programs is wrong rather it is a subset of strategy execution.
The role of the portfolio management office may be known, but what exactly is it accountable for? The answer may surprise you
To understand project portfolio management you need to understand when you need a Portfolio Office
If you are a project manager who thinks the project manager's role is to "deliver" the project, then you are in the wrong profession.
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.
The orthodox distinctions between "what is a project" and "what is a program" are wrong. Here we explain why and what the real differences are.
"Value Delivery" is not just "Project Delivery" with benefits and value tacked on. It starts with a completely different mindset and approach.
Pure technical projects can miss millions of benefits unnecessarily. All projects should be organizational change projects led by the business..
Is the speed of change being overstated? We review the fast-moving technology world to find out that the speed of change is...not as fast as thought.
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.
Improving your project delivery processes can prevent you easily adopting value delivery processes - processes that actually deliver what you want.
A 'project delivery' mindset generated business case can easily miss massive business value. A different "value delivery" mindset is required.
Few are "joining the dots" to understand that the orthodox way we approach and deliver projects is incomplete. Some of the "dots" are missing, some are not working, and some are actually destroying value.
When you put benefits center-stage, the value of the benefits identified and 'banked' increase exponentially. It makes sense and is simple to do
When should you call out a failing project to ensure you don't waste time, effort and money?
Too many projects deliver compromises that adversely impact business operations for years. This is a waste and the opposite to success.
Are you the subject of unseen barriers to improving your projects' performance and operations? You may be surprised at the answer.
The use of 'sliders' as quality controls can cause projects to be compromised at the outset - which is totally unnecessary and very wasteful.
The idea of projects not being responsible for benefits is false and needs to be rejected.
Projects are not the domain of the project and technical managers, but of the business.
Your organization's beliefs are often invisible but control the results sought and attained. To improve you need to make them visible
Orthodox projects start too late and finish too early. To reap the value you need to an end-to-end project delivery process.
The failure of any previous attempts to improve project performance should not constrain you from adopting a new approach.
There are eight steps that easily move your projects to optimization - more value for less cost. Avoid unnecessary compromise.
Assessing if you can deliver successful projects that are strategically relevant is the key to project success.
There are 8 self-evident truths that are too often ignored. This is destroying the business value delivered. You need to know the Truths.
Each of the project, business and executive roles, timeframes and measures of success on project delivery are different
TOP's four lens model changes management's perspectives and the processes involved in value and project delivery
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 'Problem' with Project Management - Application. On one recent assignment I was presented with a 28 page ‘project management plan’ document that did not add one cent to the value of the project (but added many dollars to its cost).
The essential THIRD dimension
Off and running - where?
Who’s on first?
The three indelible numbers
Is the concept of 'value delivery' incompatible with project delivery or does one drive the other? We explain
Use of the orthodox methodologies can ensure each and every project you commission is designed to fail.
Most organizations are just not into delivering successful projects. They don't target it or deliver it. How does your organization compare?