Are We Making Projects Too Complex?

False bases cause current strategy and project delivery processes to be complex, unnecessarily. Execution can be simple

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"Not Interested"

Software companies may promise the world but are fundamentally not interested in helping you realize the benefits available from their software. Beware.

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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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Potential Threats To Portfolio Management Offices - 1 Investment Management Processes

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!

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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 Does TOP Improve Project Performance?

TOP equips the business to define its true needs and then govern the project to successfully deliver the business value

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What You Need To Improve The Results Of Your Project Investments

To improve the ROI from project investments you need to uplift your value delivery capability and measure the results of each improvement.

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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 Deliver A ROI From Project Investments Consistently

Your organization's value delivery capability determines the results and ROI it will deliver.

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Poor Project Performance Is A Business Problem

So long as you see poor project performance as a "project problem" you will have problem projects. The business needs to take back control.

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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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Business Outcomes — The Holy Grail For Projects

The definition of your desired business outcomes is the 'holy grail 'of projects that every manager needs to understand.

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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 Measuring Project Success By Inputs Or Outputs

The success of most projects is measured by time and cost - the inputs. Success should instead be measured by what comes out of the project.

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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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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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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 ‘Transformation Programs’ Fail”

Transformation programs demand that the organization has the necessary 'capability' to successfully deliver them. Most organization's are deficient.

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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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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 Pre-Requisites To Strategic Growth

Strategic growth is too often undermined by a lack of value delivery processes. Five in particular that can be easily put in place.

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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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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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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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How To Determine Your Desired Quality Dimensions

How to manage the trade-offs between different quality and cost dimensions on projects

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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 #3 Who Is Accountable For Value

Accountability for value delivery performance lies at the top of the organization. They need to uplift the organization's value delivery capability.

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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 5 - Four Lenses Are Required For Success

The focus of project delivery is cost, of business owners is value, and executive management is ROI, but they all must work together to succeed.

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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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