Capability Management

People naturally stick with what they know. This is often myopic – and very costly.


Conventional project approaches work on a set of drivers/assumptions...	We therefore work to a very different set of drivers and assumptions…
Projects solve problems Project management is the key Change is resisted Software should be adopted ‘vanilla’, out-of-the-box Track, measure, control time and cost Benefits management is ‘extra work’	Projects execute strategy All projects are change projects Change can be desired and worked for Software should be configured to how you want to do business Track, measure and control business outcomes, benefits and value Benefits management is integral to delivery and why we do projects
…which are used to drive the conventional project delivery process…	…which we use to drive a value-delivery focussed process…
Change treated as a enabler Business Case mainly used to obtain funding Your staff have to accept and follow others Outcomes and value ‘hoped for’	Treat project management as a enabler Business Case defines measures of success Use consultants to enable Track time and costs to maximise value
…that delivers the conventional outcomes…	…that delivers the extraordinary outcomes…
You get whatever results your project delivers.. ..through overcoming the resistance of your staff.. ..consequently realising minimal value.. ..while developing the consultants’ skills to do this again to other clients	You get the results you defined.. ..with the support of your staff .. ..realising the maximum value available.. ..while developing your own capability to do this again and again
…resulting in >65% ‘distressed’ projects and poor value delivery	…resulting in a quantum increase in outcomes and value realised

Whether you are the hammer or nail, time to introduce a new approach

An end state whose realisation can be simply measured, by anyone WITH A TRUE/FALSE QUESTION. This clarity ensures no confusion as to achievement. Our Desired Business Outcomes are the primary measure of business success, and Project Outcomes the primary measure of a (change) project’s success.

An organisational attribute consisting of necessary people (with the requisite competencies), plus management (direction, structures, measures, controls, etc), plus organisational infrastructure (policies, processes, systems, etc).

The beneficial result of the delivery of one or more outcomes. All benefits are measurable and verifiable, but only some are quantifiable.

Narrowly, is the quantifiable value of a benefit (usually in financial terms). Broadly, a project’s inclusive statement for outcomes, benefits and (quantified) value, plus the projects strategic contribution.

An individual attribute of consisting of knowledge, training, experience, aptitude and attitude – possession of the requisite skills and how to apply them effectively.

People naturally stick with what they know. This is often myopic – and very costly.

Whether you are the hammer or nail, time to introduce a new approach

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Value Centre