Midway through the year is a good time to review business and project results in a constructive, positive manner. Rather than dwell on disappointments, the main purpose should be to prioritize, refocus, and commit to improving the work for the remainder of the year.
Find answers to these questions and more in this Benefits Realization Practice Area. If you are new to Benefits Realization, take advantage of the resources below and don't be shy about commenting or asking questions. If you're a seasoned pro, help others out and become an influencer. We welcome contributions from all sources and the more you participate, the more visible you become. Let us help you move down the road from "giver of sage advice" to "Thought Leader".
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Most project managers spend a big proportion of their time in meetings. We need meetings to get our job done. Yet, the majority of project team members and leaders consider project meetings very boring and unproductive. In this presentation, we look at how tapping into interpersonal skills can translate to better meeting outcomes. You will also learn about the right structure that will help you keep meetings on track and make them more productive.
Organizations are genuinely pushing for more sustainable business models because it delivers benefits, and it is the right thing to do. The shift offers financial and competitive value to businesses that make environmental, social, governance and sustainability a priority at all levels of an organization.
This presentation will focus on providing a message about your project with supporting data. It will be a pragmatic approach to better engage your audience and help them retain your message. There will be examples of the stories and the appropriate means of communicating the message.
A lean, concise, and easy-to-read charter allows the team to focus on delivering within the success criteria. This presentation discusses this new paradigm and impact to organizations, as well as the roll of charters in funding capacity, EPICS and charters, and integrated work teams. Can we deliver value faster if we adopt new business rules regarding the project faster?
The subject of sustainability has received a lot of attention in recent times. It is slowly moving from understanding it as a global phenomenon to action what we can, as professionals in business and industry, do in the larger interest of preparing for the future. For Project Managers this is a unique opportunity to contribute beyond the immediate objectives outlined for their projects.
Project and Product management are two disciplines that are well-developed in their application and practice. Both are crucial and required in the development of products and services in business and industry .While there are plenty of similarities between the two there are differences too in terms of content, emphasis and approach.
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)
The purpose of a concept paper is to document an idea or proposed solution that could potentially benefit your company. It is a blend of a traditional project charter and business justification document that can aid small businesses with an emerging PM methodology and build consensus to support an initiative as part of seeking management approval to formally designate a project. Add fields and departments to suit your specific needs/company.
UPDATED for 2023! To be used in conjunction with Evaluating Benefits: Getting Statistical (Part 2). This template evaluates uncertain revenue. Probabilities describe the area under the curve to the right of the planning estimate, answering the question, "What is the probability of earning at least $X or more revenue?"
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.
While strategic planning and delivery processes have evolved over the last several years, the pursuit of annual goals and objectives—with convenient metrics to track them—remains at the forefront. It’s time that changed.
The project audit gives stakeholders confidence that governance is working, and that the project is being managed properly and producing its intended objectives. In this article, an auditor for the Office of the Controller and Auditor General of Tanzania shares the importance of utilizing the process groups from the PMBOK® Guide in his work.
Is benefits realization a significant challenge in your organization? Perhaps it’s time to question your approach, to acknowledge that the process might be fundamentally flawed and results in a false sense of understanding what’s happening.
How can you commit to work if you don’t know whether that work will deliver what you want? Benefits realization isn’t easy, but it’s certainly not impossible. The fundamental issue is that work—and the benefits aligned with that work—is being defined in the wrong way.
Innovation is difficult to measure, track and manage. An innovation accounting system can help to put facts at the forefront of your innovation processes and projects. There is no one-size-fits-all approach to innovation, but these six principles are a good foundation.
There is increased focus on measuring project performance in terms of business outcomes. What does that mean for agile projects? How should value be measured in an agile environment?
Agile has been “going mainstream” for more than a decade, but supporting evidence was more in the eye of the beholder. Maybe now it’s really happening. A new State of Agile report found growing adoption rates outside of software development and documented success in areas such as visibility and alignment.
A development team designed a feature to improve customer experience but things got worse. It turns out they didn’t identify the real problem or the right way to fix it. What they needed was a hypothesis for what was being changed, how that change would help, and how they would test it.
Most organizations have limited resources to invest in improvement initiatives. And a significant percentage of those resources don’t deliver results. That’s a huge problem. To begin to fix it, we have to understand where and why this waste is occurring.
Project leaders need to know where to focus their attention and teams at all times or they risk higher costs, missed deadlines and unhappy stakeholders. Ruthless prioritization keeps the things that would be nice to do from getting in the way of the work that matters most.
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"How far that little candle throws his beams! So shines a good deed in a weary world." - William Shakespeare |
