Focus on Value

Value Delivery ManagementTM is the new Project Delivery ScienceTM.


Sponsors should not need to rely on faith in their project team. Project teams need not feel lucky to add (measurable) value.

They both should be supported by a methodical, fact-based process to target and achieve value. A new science – the Project Delivery ScienceTM.

What does it do

Project delivery approaches are designed to deliver ‘projects’. Value Delivery Management (VDM) involves orienting the project around the delivery of value (as opposed to, for example, the delivery of a system) — progressively and in full.

Value Delivery Management™ involves a different mindset, perspective and approach to projects and measures itself against different success measures and over different timeframes. It leverages many of the standard project management techniques but now with a different focus. Request Details

The resulting capability — to generate significantly greater returns for the same level of investment — can, itself, be a competitive edge.

What do you get

VDM includes a fully documented set of tools, techniques and templates to fast-track you and your staff to level-4 project delivery capability maturity. Each component incorporates the relevant roles of the Board, executive, governance team, PMO, project team and business staff — so that your people can all be on the same page, literally and figuratively.

VDM consists of over 60 processes that fill gaps, improve or change the focus of existing project delivery approaches. Request Details

Value Delivery Management has been recognised as “three to five years ahead of the competition” by Harvard Business School and an “Outstanding Australian Product Innovation” by the AIIA.

Ask your team to demonstrate how they control value delivery!

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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.

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Value Centre