Aaron has it exactly right, projects create the potential for value, but that potential only becomes real when people can actually use what was delivered effectively. This is where a lot of projects tend to fail. A new system goes live, but if users weren't trained well or the training didn't connect to their actual workflows, they default to old habits. The capability was delivered; the value was not. From a benefits realization perspective, training quality and capability transfer should be part of the project's definition of done, not an afterthought or the first line cut when the budget gets tight. The question isn't "did we deliver the project?" but "are people equipped and supported to extract the value from what was delivered?" The people side is what closes the gap between what a project can deliver and what it actually delivers.
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