Benefits Management
The demise of the Benefits Delivery Manager
Some of the larger projects around town are appointing a ‘Benefits Delivery Manager’ who is given accountability for ensuring the delivery of the benefits.
This is a typical structural knee-jerk reaction to a process problem — appoint a person and give them accountability (regardless of whether the role is doable).
These people are on a hiding-to-nothing! They [...]
9: The Change Planning Framework
Every project is a change project. Even the replacement of your IT infrastructure is a change project.
One of the major shifts in thinking the Governance team should bring to a project is that it is a change project. That it is not, say, a systems project with change management helping with the implementation; but a [...]
3: The Value Gap
In the physical world it is easy to see and be wary of a ‘gap’.
However, in the project world the ‘gap’ that exists between what projects deliver and what is required to realize the benefits and value is most often neither seen nor acknowledged.
Hence the continuing frustration with the lack of value generated from projects.
This [...]
2: The Value Equation
Benefits management is still a ‘hoped for’ element on most projects. Recent research found less than 30% of companies actually try to measure their projects’ benefits (yet getting the benefits is why projects are commissioned in the first place)
One major reason for this is the lack of a clear visible link between what the [...]
The Dangers of Automation
Since the inception of computing, computers, IT and many other names have been synonymous with “automation”.
Automating payrolls, production schedules, stock records and others business areas were the mainstay of computing for many years.
Now the focus is on ‘automating processes’ (often called BPM) as a major area where IT can contribute to the business.
But, beware. This [...]