Just because an organization is in the public sector doesn’t mean it doesn’t need to manage to benefits. If we forget about public versus private sector for a moment, the premise that projects are undertaken to deliver results rather than just outputs should be clear.
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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.
The definition of success for project managers is changing. Are you making the adjustment, or are you still focused on legacy objectives?
The most important question that should be asked before a project is approved is rarely considered. That’s an issue we need to address—that we tend to think of projects as solutions to specific problems.
How does your organization ensure that benefits realization occurs? For so many projects, there is never any measurement of whether projected gains were actually achieved. In this article, we look at how the PMO can assist in improving that situation.
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.