Archive for the “Benefits Management” category
Am I being unreasonable?
by jed simms on September 16, 2008
When recently reviewing a project that had a projected benefits value of $32m we found that the true available value was over $100m. So, if the project delivered the $32m is this true success? Or, is it a failure for (…)
The essential THIRD dimension
by jed simms on July 29, 2008
Initially the focus was on successfully completing projects. “Successful” often meant ‘finish’ hopefully within sight of the original budget and timeframe. This was called “Doing projects right”. Then the focus came onto selecting the right projects. “Right” often meant ‘financially (…)
The demise of the Benefits Delivery Manager
by jed simms on July 2, 2008
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 (…)
9: The Change Planning Framework
by jed simms on April 1, 2008
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 (…)
3: The Value Gap
by jed simms on February 26, 2008
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 (…)