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.
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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.
A new program can be a confusing time for your team and stakeholders. What’s the program all about? How will we know that we have delivered? At this stage, the end goal may be as little as a vaguely defined strategic intention. Here are seven ways to make sure your program vision sticks.
This is the fifth of six articles on best practices in benefits realization management and its integration into project governance. Here we address creating benefits realization strategies. This helps ensure clarity around post-implementation roles, engages impacted functions by involving them in determining monitoring strategies, and facilitates post-implementation monitoring and review processes.
When program management is born in a business, circumstances are seldom ideal . Yet when it occurs, businesses realize that program management's many benefits are just what is needed to fight the competition.
This is the fourth of six articles on best practices in benefits realization management and its integration into project governance. Here we address communicating a powerful benefits message.
This is the third of six articles on best practices in benefits realization management and its integration into project governance. Here we address justifying project funding and resourcing on strategic value. This helps organizations demonstrate accountability, shows that the executive leadership team is walking its talk, and keeps the focus on initiatives that offer the greatest value.
This is the second of six articles on best practices in benefits realization management and its integration into project governance. In the BRM discipline, projects and programs are aligned with strategic objectives to generate verifiable value. This happens through three stages: benefits identification, benefits realization and benefits sustainment.