We created the new Project Delivery ScienceTM – a methodical, structured approach to value.
This is a difference worth noting.
Einstein reportedly once said “Any intelligent fool can make things bigger and more complex…it takes a touch of genius, and a lot of courage, to move in the opposite direction”.
It is difficult being different – many people have vested interests in promoting mainstream approaches.
"No, I can't be bothered to see any crazy salesman - we have a battle to fight!"
Yet, this refreshed approach does not contradict popular standards from bodies like PMI and OGC, but fills a void. If you do not try to add business value, then you probably won't. Project teams should not assume away lack of value - rather they should invert their approach:
- Invert the approach to projects. Request Details
- Invert the consulting model. Request Details
Warning! Outperforming your peers will draw attention to your projects
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.
