False bases cause current strategy and project delivery processes to be complex, unnecessarily. Execution can be simple
Software companies may promise the world but are fundamentally not interested in helping you realize the benefits available from their software. Beware.
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.
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!
The role of the portfolio management office may be known, but what exactly is it accountable for? The answer may surprise you
The obstacles to the successful implementation of benefits management come in all shapes and sizes, but boil down to three root causes.
TOP equips the business to define its true needs and then govern the project to successfully deliver the business value
To improve the ROI from project investments you need to uplift your value delivery capability and measure the results of each improvement.
If you see value delivery as an extension of project delivery you will severely compromise the business value delivered, as we explain
Your organization's value delivery capability determines the results and ROI it will deliver.
So long as you see poor project performance as a "project problem" you will have problem projects. The business needs to take back control.
Benefits management and measurement is easy if you set up your projects to track and deliver the value.
The definition of your desired business outcomes is the 'holy grail 'of projects that every manager needs to understand.
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 success of most projects is measured by time and cost - the inputs. Success should instead be measured by what comes out of the project.
"Value Delivery" is not just "Project Delivery" with benefits and value tacked on. It starts with a completely different mindset and approach.
Benefits don't just happen, they have to be planned, actioned and delivered. Benefits delivery is a change process - not a measurement process.
Your benefits' value is controlled by your scope and portfolio management processes
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.
Defining clear, specific, measurable desired business outcomes changes your project, reduces your costs and increases the value. Really!
A 'project delivery' mindset generated business case can easily miss massive business value. A different "value delivery" mindset is required.
Strategic growth is too often undermined by a lack of value delivery processes. Five in particular that can be easily put in place.
When should you call out a failing project to ensure you don't waste time, effort and money?
A simplistic approach to benefits measurement can actually destroy value. A simplified approach can ensure you realize the value.
Are you the subject of unseen barriers to improving your projects' performance and operations? You may be surprised at the answer.
How to manage the trade-offs between different quality and cost dimensions on projects
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.
Accountability for value delivery performance lies at the top of the organization. They need to uplift the organization's value delivery capability.
There are 8 self-evident truths that are too often ignored. This is destroying the business value delivered. You need to know the Truths.
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.
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