Maintaining Expected Business Benefits: Engage Your Workforce

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

  Benefits Realization  

Despite what you might hear from various sources, a project is not necessarily successful when all deliverables come in on time, on budget and at correct scope. Sound like heresy? A more deep understanding of the reason organizations generate projects will help make more sense of this.

Now, why would a project that ended on time, at budget and with the expected scope not be successful? Because success for the organization ultimately depends on whether the results of the deliverables have a return on investment that is adequate.

In this case, adequate could mean an expected return on investment (ROI, the financial metric) or that the project non-financial benefits actually achieved meet expectations of organizational leaders. Organizational leaders want ultimately to confirm that the project was the best choice among other projects that were deselected for the active portfolio.

Consider the case of a project that was chosen by organizational leaders to reduce costs an expected amount by adding a suite of functions for a key operational system to improve worker productivity. The key phrase here is to “reduce cost an expected amount.” That is why organizational leaders chose to green-light the project. If these expectations are not achieved, then the same leaders will deem the project unsuccessful, despite the perceptions of the project manager.

It follows,…

Please log in or sign up below to read the rest of the article.