Agile encourages project teams to work with the sponsor to understand the greater context surrounding the project. With this broader understanding, the team can look for ways of structuring the project to improve the chances that the business will actually achieve the business case benefits.
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Organizations often talk of project management failure and put us in a vicious cycle of cause/effect analysis loops. The problem is that we look for the cause of project management failure where the light is--and not in the dark spot where the true issue is. This three-part series helps to uncover some key underlying and recurring sources of confusion within organizations.
Planning benefits before you start is key to ensuring that you realize them once the project is completed. In this article, the author highlights the importance of benefits realization management for realizing project benefits.
Do we have to wait until after the project is delivered and handed over to operations to see if it was a good investment? This article will provide practical advice and a proven user research process you can use today to improve your benefits realization management .
It’s a little known fact that Santa Claus runs one of the largest PMOs at the North Pole. Here’s some insight into how it operates.
Waterfall projects are “done” at the end, and it is easy to determine when benefits realization begins; however, on agile projects, deliverables are produced in a phased approach, and benefits realization may begin at many points along the project lifecycle. Which brings us to the question at hand: For agile projects, when can we start deducting/amortizing capital expenses?
If you are serious about projects delivering value to the business, make sure your test plan is validated against the business case.
What can be done during project execution to help successfully deliver intended project benefits? From getting change management in shape to testing for benefits, here are some ideas based on the writer's experience with IT projects and ERP-enabled transformations.
Benefits realization occurs once the project is complete, and so there is limited PM accountability. But what about the PMO? Does it have a role to play in ensuring benefits realization occurs effectively?
Project managers can facilitate benefits realization and--more strategically--the project management function. That encompasses the three Ps of project management, which can play the crucial but often missing organizational role that will embed benefits realization in strategy execution and--by extension--program and project delivery.