These Programs individually and cumulatively enable you to consistently deliver increased value from each and every project. While fully integrated, they can be applied individually to increase results in each area.

These Programs are based on the 8 Self-Evident Truths and uniquely combine 9 characteristics that make them very different to any other project delivery approach..

1    Project Initiation Management

Project Initiation Management, when viewed through the value lens, is driven by the need to reduce the level of uncertainty in each area of the investment.


The new Science sees the Project Initiation stage  as critical to the eventual realization of the maximum business value from an investment. Yet it is too often under-managed and under-governed resulting in the business taking on projects it is not capable of delivering. More information

2    Project Investment Management

Project Investment Management, when viewed through the business success lens, is focused on the strategic contribution and value of each proposed project – not just capital allocation, for example.


Project Investment Management determines which projects get prioritised and approved and, therefore, resourced (funded et al) on more than just a financial return basis. More information

3    Benefits Realization Management

Benefits Realization Management, when viewed through the value lens, is driven by the Value Equation™ to become centre stage for the project.


The new Science’s benefits realization management process focuses the project and governance teams on the realization of the business benefits and value throughout and beyond the project’s duration; and enables the measurement of investment success to be the realization of this business value rather than just the management of project time and costs. More information

4    Business Requirements

Business Requirements, when viewed through the value lens, focus on the processes and the necessary change activities – what outcomes do you want to achieve, how do you want to work in the future and what needs to change to get you there from here?


Organizations run on processes – not features or functions. Business requirements, therefore, need to be defined in terms of organizational processes – how you want to do business, compete and make money in the future. More information

5    Business Case Generation

Business cases, when viewed through the value lens, become the central focus of the project and are inverted from their normal primary focus on costs onto a primary focus on their value proposition


The business case is too often seen as a peripheral document required to justify funding for the project. The primary focus is on the costs and whether they can be ‘justified’. This misses the point and required focus of the business case – which should be on the value to be delivered. The project (and its costs) then exists to deliver this value. More information

6    Change Delivery Management

Change Delivery Management, when viewed through the value lens, becomes the driving force of projects.


Change delivery management  is a process. It is not “HR” or just “a people thing”. It deals with processes, policies, procedures, structures, systems, measurement regimes, technology, reporting and so on — whatever it takes to move the organization from where it is today to the new agreed end states and realize the associated benefits and value. When projects are planned as change projects the flow of benefits can start immediately. More information

7    Technical Delivery Management

Technical Delivery Management, when viewed through the value lens, is focused on ensuring all technical activity directly and measurably enables, supports or delivers in alignment with the agreed desired business outcomes, benefits and value.


When projects are seen, approached and managed as ‘change projects’ the technical delivery activities become a supporting and enabling stream. The ‘technical stream’ can be engineering, systems or scientific. However, now the delivery of the technical stream is not the primary objective of the project, but one of the means to the end (the delivery of the desired business outcomes, benefits and value). More information

8    Project and Program Management

Project and Program Management, when viewed through the value lens, becomes the organizing, enabling and controlling force of projects but now focused on and directed at delivering the scope (desired business outcomes), benefits and value.


Project and Program Management processes do not directly define or deliver the value. They help, and a bad project/program manager can still do great damage to a project; but excellent project management can still efficiently deliver the wrong results. Projects now need to be focused on value. More information

9    Business Project Governance

Business Project Governance, when viewed through the value lens, focuses the governance attention and activities onto value protection and delivery.


More projects have failed due to poor project governance than poor project management! Therefore, effective and informed Project Governance is a critical success factor for all projects. More information

10    Project Portfolio Management

Project Portfolio Management, when viewed through the business success and value lenses, has two distinct areas of focus – upwards to plan, optimise and support the portfolio for the Investment Committee and downwards to support, enable and service the projects and programs within the portfolio.


Too often project portfolio management is seen as a reporting function that collates project and program reporting and gives an overview of the portfolio and its makeup. But this is the least valuable role of portfolio management albeit where portfolio management has to start. This role is often focused on control (and, often, on cost control) when it should be focused on value and strategy realization. More information

11    Capability Development

Capability Development is focused on moving organizations immediately to project delivery maturity level four where the average returns from projects is massively positive, the workload and cost is less and the velocity of projects is increased.


Capability is an organizational attribute. People can be ‘competent’ but only an organization can be ‘capable’. Capability involves competent people plus supporting and enabling processes, management skills, systems, performance measures, et al. You cannot, therefore, achieve capability enhancement through just more training or acquiring ‘better project managers’ or alike. To improve your capability you need to change your organization, how it works, thinks, rewards, measures and allocates its project resources. Capability Development is an organizational change program. More information

These 11 Value Delivery Programs uniquely simultaneously address the roles of the Board, Investment Committee, PMO, Governance Team, Project Team and Business – to ensure you get the results you have always desired.