http://www.totallyoptimizedprojects.com/blog/2008/09/am-i-being-unreasonable/ How to deliver more projects and more value in less time and for less cost Mon, 21 Nov 2011 00:16:29 +0000 hourly 1 http://wordpress.org/?v=3.2.1 http://www.totallyoptimizedprojects.com/blog/2008/09/am-i-being-unreasonable/comment-page-1/#comment-83 Jed Simms Tue, 16 Sep 2008 05:07:04 +0000 http://www.valuedeliverymanagement.com/?p=114#comment-83 In response to Peter's question, in this case the $100m was available but not recognized. Our research into the benefits side of projects found that 90% of them missed available benefits that were often greater than the benefits identified. So the benefits identification process is deficient resulting in the benefits delivery process delivering less value than is there for the taking. Yes, this is a business accountability but they often follow the business case process as proscribed by the project team. All we do to identify this missing value is apply our value proposition-generation process to the project and hey presto, the value increases substantially. So it is a process problem. In response to Peter’s question, in this case the $100m was available but not recognized. Our research into the benefits side of projects found that 90% of them missed available benefits that were often greater than the benefits identified. So the benefits identification process is deficient resulting in the benefits delivery process delivering less value than is there for the taking.
Yes, this is a business accountability but they often follow the business case process as proscribed by the project team.
All we do to identify this missing value is apply our value proposition-generation process to the project and hey presto, the value increases substantially. So it is a process problem.

]]> http://www.totallyoptimizedprojects.com/blog/2008/09/am-i-being-unreasonable/comment-page-1/#comment-84 Peter Barnes Tue, 16 Sep 2008 03:21:51 +0000 http://www.valuedeliverymanagement.com/?p=114#comment-84 Jed, I think you may be drawing too long a bow here. Do you mean that the project, as specified, is capable of realising $100M in benefits, or do you mean that the project has not been specified correctly and hence will not realise these benefits? Surely the failure of a business to recognise business benefits or opportunities is, in the end, a fundamental fact of life and something that distinguishes good from bad businesses. If the business specifies a billy-cart when it could specify a rocket, then while it's true that when the billy cart is delivered (probably with three wheels) they have missed the opportunity to build a rocket, it's also true that they never saw the opportunity, and the billy-cart was never going to fly. Noticing that the billy-cart could be a rocket is not a failure of any delivery process - it's a failure of vision, and I don't see how a delivery methodology or business case process can help the blind to see. Jed, I think you may be drawing too long a bow here. Do you mean that the project, as specified, is capable of realising $100M in benefits, or do you mean that the project has not been specified correctly and hence will not realise these benefits? Surely the failure of a business to recognise business benefits or opportunities is, in the end, a fundamental fact of life and something that distinguishes good from bad businesses. If the business specifies a billy-cart when it could specify a rocket, then while it’s true that when the billy cart is delivered (probably with three wheels) they have missed the opportunity to build a rocket, it’s also true that they never saw the opportunity, and the billy-cart was never going to fly. Noticing that the billy-cart could be a rocket is not a failure of any delivery process – it’s a failure of vision, and I don’t see how a delivery methodology or business case process can help the blind to see.

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