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.
2009
- VDM AND RISK STANDARD AS/NZS 4360:2004 - Read article
- VDM AND (CobiT) VAL-IT - Read article
- PMBOK and VDM - Read article
- The Investment Logic Map (ILM) - Read article
- The infamous change triangle (4) - Read article
- The infamous change triangle (3) - Read article
- The infamous change triangle (2) - Read article
- The infamous change triangle (1) - Read article
- Governance of IT - Read article
- Critical Insights (15) : “We need a new ‘Project Delivery Science™’”- Read article
- Critical Insights (14) : “Internal staff have the deep smarts® to deliver extraordinary results” - Read article
- Critical Insights (13) : “The PMO is (or should be) a sub-committee of the Investment Committee” - Read article
- Critical Insights (12) : “Software is just automated processes” - Read article
- Critical Insights (11) : “Project scope is a weapon of opportunity not control” - Read article
- Critical Insights (10) : “Success comes from being excellent at ‘what’ not ‘how’.” - Read article
- Critical Insights (9) : “Value Delivery Management makes sense of Project Governance” - Read article
- Critical Insights (8) : “Resistance to change is created not inevitable” - Read article
- Critical Insights (7) : All projects are ‘change projects’ - Read article
- Critical Insights (6) : “Success” has three dimensions - Read article
- Critical Insights (5) : The Value Equation™ changes the focus of projects - Read article
- Critical Insights (4) : We don’t do business cases to justify projects; we do projects to deliver business cases! - Read article
- Critical Insights (3) : “‘Tangible’ means ‘measurable’ (not just ‘financially measurable’)” - Read article
- Critical Insights (2) : “The business case is a ‘contract’” - Read article
- Critical Insights (1) : “We do projects to realize the associated benefits” - 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.
