Three Rules For Strategic Software Selection

The three strategic software selection rules prevent unnecessary expenditure and failed results from new software. But too often they are ignored.

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Potential Threats To Portfolio Management Offices - 3 Outcomes

The Portfolio Management Office must ensure the project delivery methods deliver the business' desired outcomes, rather than just "finishing" a project.

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What Is Project Portfolio Management's Primary Role?

The orthodox view of portfolio management as a super-set of projects and programs is wrong rather it is a subset of strategy execution.

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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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When Do You Need A Project Portfolio Management Office?

To understand project portfolio management you need to understand when you need a Portfolio Office

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The Project Manager's Role - Who "Owns" The Project?

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.

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The Choice Between Project Delivery Capability and Value Delivery Capability

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.

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The Choice Between Projects And Programs

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.

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The Choice Between Project And Value Delivery

"Value Delivery" is not just "Project Delivery" with benefits and value tacked on. It starts with a completely different mindset and approach.

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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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The True Speed Of Change

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.

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How To Link Strategy, Business Outcomes And Delivery Projects

When your strategy, business and projects are all aligned the increase in results can be exponential. But this requires a different approach.

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Does Technology Improve Productivity?

Whether you generate productivity from your project investments depends on your organization's level of value delivery capability - as we explain.

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“Why You Should NOT Improve Your Project Delivery Processes”

Improving your project delivery processes can prevent you easily adopting value delivery processes - processes that actually deliver what you want.

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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 Challenge Orthodox Project Thinking

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.

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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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When Do You Call Out A Failing Project?

When should you call out a failing project to ensure you don't waste time, effort and money?

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The Need To Be Cruel With Projects To Ensure Success

Too many projects deliver compromises that adversely impact business operations for years. This is a waste and the opposite to success.

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Unseen Barriers To Project Improvement

Are you the subject of unseen barriers to improving your projects' performance and operations? You may be surprised at the answer.

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The Dangers Of 'Sliders' As Quality Controls

The use of 'sliders' as quality controls can cause projects to be compromised at the outset - which is totally unnecessary and very wasteful.

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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 Are The Domain Of Project And Technical Experts | Myth 1

Projects are not the domain of the project and technical managers, but of the business.

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The Power Of Beliefs On Project Results

Your organization's beliefs are often invisible but control the results sought and attained. To improve you need to make them visible

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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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Constraints On Project Performance Improvement

The failure of any previous attempts to improve project performance should not constrain you from adopting a new approach.

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To Improve Project Performance Optimize Don't Compromise

There are eight steps that easily move your projects to optimization - more value for less cost. Avoid unnecessary compromise.

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The 8 Self Evident Value Delivery Truths #4 Don't Start What You Can't Finish

Assessing if you can deliver successful projects that are strategically relevant is the key to project success.

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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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TOP's Four Lens Perspective On Projects 4 - Technical Control

Each of the project, business and executive roles, timeframes and measures of success on project delivery are different

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TOP's Four Lens Perspective On Projects 3 - Program Control

TOP's four lens model changes management's perspectives and the processes involved in value and project delivery

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‘Doing’ Versus ‘Delivering’ Project Measures Of Success

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.

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The 'Problem' With Project Management - Application

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).

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The Essential THIRD Dimension

The essential THIRD dimension

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Off and Running - Where?

Off and running - where?

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Who’s On First?

Who’s on first?

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The Three Indelible Numbers

The three indelible numbers

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Project v Value Delivery - Compatible Or Conflicting?

Is the concept of 'value delivery' incompatible with project delivery or does one drive the other? We explain

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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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Is Your Organization Into Delivering Successful Projects?

Most organizations are just not into delivering successful projects. They don't target it or deliver it. How does your organization compare?

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