Archive for the “Benefits Management” category
SIMPLISTIC v SIMPLIFIED
by jed simms on October 19, 2011
The (late) Steve Jobs said that if you believed something was ‘simple’ you obviously did not understand it. The challenge, he said, was to thoroughly understand the complexity so that you can then simplify it. His products are testaments to (…)
Sliding to disaster
by jed simms on August 18, 2011
A tool gaining popularity is Rob Thomsett’s sliders. The idea is simple: there are six sliders/options that measure project success with a scale of 1 (low) to 5 (high). At the outset of the project the business is asked to (…)
Yeah, but what does the software do?
by jed simms on July 21, 2009
Two things happened recently on the same day in the same organization. The first was I received a copy of a post implementation review report that basically said “We don’t know if we got the benefits from this project as (…)
Critical Insights (1)
by jed simms on January 20, 2009
Our consulting company, Capability Management International, is 15 years old this year. So we start the year with 15 of our most critical insights. “We do projects to realize the associated benefits” Benefits realization is not peripheral or consequential to (…)
Is ‘avoided loss’ a benefit?
by jed simms on September 23, 2008
“If we don’t do this project, we’ll lose market share/customers/opportunities and that’ll be worth $XXm in lost revenue/profit!” I’ve seen a number of projects justified with ‘avoidance of loss’ cited as the major (sometimes only) benefit. The argument can be (…)