10: Success Triangle

Delivery of a project is not the only measure of success that has to be met. There are three different but complementary measures of success — and all three must be met for a project to be deemed fully successful. This triangle of success measures can be illustrated as follows:

The Project team’s measures of success [...]

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 [...]

8: The Five Components of Value Delivery

When seeking to improve their project delivery capability many organizations focus on their project management skills. This is a business capability maturity level-1 approach — get a better quality ‘hero’ (project manager).
Project managers have a specific organizing, conducting, facilitating and controlling role to play on projects. But project management is only one of five such [...]

7: The Governance Structure

A common misconception is that projects rotate around the Project Manager. This is not so. They really rotate around the Project Sponsor.
The Sponsor is the person with the connections to the Executive Committee, his or her peers, the Steering Committee, key resources and others. It is the Sponsor who can make things happen.
The Project Manager [...]

6: The Evaluation Model

When life was simpler, projects could be assessed on their claimed return on investment (ROI). If the project was financially worthwhile (at the time of approval) and supported by some executive, it would be approved.
Projects tended to be approved in isolation creating problems at the portfolio level clashes and when they came to be implemented.
So [...]