We all know that agile is about delivering valuable solutions to customers, but is that actually happening in your organization? Do you even know the answer to that question?
Aprenderá la importancia de definir claramente los requisitos de su necesidad en los proyectos, así como el impacto de no hacerlo, para obtener los productos, servicios o resultados que necesita. Los resultados son "Documentación de requisitos" y "Matriz de trazabilidad de requisitos"
This webinar provides an introduction to the extension of the Earned Value Management (EVM) framework to the area of benefits realization management (BRM). The "third musketeer" is a new indicator, Realization Performance Indicator (RPI), which complements the existing CPI and SPI.
As the world becomes more inter-connected, it becomes inherently more complex and more prone to tipping into chaos. This phenomenon is not helped by the fact that most individuals do not understand the differences between how complex systems work. A lot of our assumptions are plain wrong when it comes to complexity – we look for root causes when there are none; we adopt command-and-control management strategies when self-organisation is the only viable method; and we fail to recognise that whenever discontinuous change happens, things will get worse before they get better. This webinar offers a crash-course in complex systems theory and provides real-world examples of how enterprises that embrace the complexity are progressively displacing traditional organisations.
One of the most difficult, yet important, questions regarding projects is "What advantages will this project create for the investors and key stakeholders?" Projects and programs should be treated as investments. This means that the focus of projects shifts from delivering within the triple constraints (time–cost–quality) towards some of the more fundamental questions: What is the purpose of this investment? What are the specific advantages expected? Are these benefits worth the investment?
This blog will look at the practice of benefits realization and how it applies to both Program Management and the overall Portfolio, Program, Project Methodology (as well as Business Analysis and Organizational Change Management)
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This spreadsheet is used to calculate and compare the TCO (total cost of ownership) and CBA (cost benefit analysis) of multiple alternative solutions. This includes costs and benefits for not only the implementation, but also for additional years of maintenance.
이 템플릿은 특정 추적 활동 및 측정에 대한 비즈니스 사례를 묶는 것을 목표로합니다. 모든 프로젝트가 객관적 조치를 취하는 것은 아니지만 모든 이니셔티브에 대해 그러한 형태의 이익 실현을 무시하는 것은 허용되지 않습니다. 이 계획은 비즈니스 사례와 동시에 완료되어야하며 여기에서 확인 된 측정 된 총 이익은 비즈니스 사례에서 이루어진 약속과 일치해야합니다.
The goal of this business case template is twofold: Clearly explain the project benefit to decision makers; and provide traceable, measurable and consistent data for benefit realization analysis after project implementation. This template has annotated instructions in blue to explain the intent or recommended use of the information. Organizations can adapt the template to their unique structure.
Learn From Others
As project managers, we know that quality is one of the factors we have to manage in a project. But what does that mean? You likely have an answer, but it’s probably incomplete or inaccurate. That’s not your fault; it’s the way projects are structured and executed today.
For 2019, the expectation of the CEO and their leadership team will be that the CIO demonstrates decisive leadership, momentum and innovation that drive value to both the top and bottom lines.
BRM practices are not clearly understood, and not used effectively. The new Benefits Realization Management: A Practice Guide will help you drive more successful outcomes and better strategic alignment in your organization.
Sometimes good projects can fail or stagnate. Introducing the risk of change to a project can revitalize it for success. This article will focus on the 10 steps that should be taken to successfully reboot a project and ensure optimal performance and deliverables.
We've measured project success or failure using the triple constraint for years. Reporting on whether the project is on time, on budget and on scope (OTOBOS) has strong appeal. But these measures are out of date and fail to report on what is really important.
This article aims to clarify and widen the status quo around value, especially at the enterprise level. It also aims to offer an explanation of value management that goes beyond the notion of value engineering and process-based tools, which seem to “force” an outcome. It introduces a new framework for creating and capturing business value that is integrated and sustainable.
The final article in our series addresses setting benefits owners up for success. This is essential because the only value derived from a project comes post-implementation, and the busy people responsible for sustaining the benefits need clear roles and simple procedures. Putting that together allows a last chance to resolve any remaining hiccups.
Unfortunately, not all projects successfully deliver what they set out to achieve. The harsh reality is that some projects end up being cancelled. In this article, the author explores why some projects should be cancelled, identifying two main categories of cancellation—and how they should be handled.
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