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.
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.
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.
We've measured project success or failure using the triple constraint for years. Reporting on whether the project is on time, on budget and on scope (OTOBOS) has strong appeal. But these measures are out of date and fail to report on what is really important.
