There are so many myths and misconceptions prevalent around projects and project delivery. Most are taken as ‘fact’ and never questioned. We question them.
Our newsletter challenges the status quo, argues for (often unpopular) ideas and attacks limiting mindsets.
2010
- Where does value go: 20% of available value delayed due to late benefits delivery - Read article
- Where does value go: 5% of value lost after realization – gained but not sustained - Read article
- Where does value go: 5%-50% value loss from failing to realize the benefits at the time of implementation or post project - Read article
- Where does the value go: 5%-100% value loss from scope changes - Read article
- Where does the value go: 25% value loss from the business case - Read article
- Where does the value go on projects? - Read article
- Own goals? - Read article
- Looking the wrong way - Read article
- Frozen out - Read article
- Watching - Read article
- Scoring goals - Read article
- Ignoring the obvious - Read article
- The difference between an Audit and a Diagnostic - Read article
- Do recruitment supplier panels add value or destroy it? - Read article
- Are Project Managers a ‘commodity’? - Read article
- Solving the non-problem - Read article
- What is the difference between a ‘contractor’ and a ‘consultant’? - Read article
- Two critical questions to ask your consultants - Read article
- A Project Sponsor walked into a bar … - Read article
- A disaster in flight - Read article
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.
