Fresh Look – Is a series of articles taking a look at common topics to try to come up with some new ideas and insight into problems that seem to repeat themselves across many organisations.
In a world of information overload, it is very easy to lose sight of what matters, and that makes the vision even more important. In this post, we visit the old vision statement chestnut. Everyone loves talking about visions and leadership but when the opportunity comes to put them into practice within a programme environment, quite frankly most of them are about as much use as an umbrella in a wind tunnel.
In this article, we briefly reflect on a topic that is at the source of most programme failures due to not establishing a vision that people understand and genuinely commit to, is a core source of programme failure.
Both APMG Change Management and Prosci offer certification programmes for people seeking to know more about change management. In the recent times, these are increasingly seen as alternatives or competitors and many potential candidates want to know how these offers differ. This white paper written by Chris Moore and Robert Cole (Managing Director for C4CM), should help you decide which one is right for you.
If you find the article useful – please let us know
Fresh Look: Is a series of articles take a look at common topics and try to come up with some new ideas and insight into problems that seem to repeat themselves across many organisations
Welcome to our article on the touchy subject of business cases, touchy because so many project and programmes fail to deliver to their aspirations, with Gartner estimating 75% of projects fail to achieve expectations. In the UK public sector alone, it is estimated that £1.35bn is spent just on writing business cases alone.
Thank you to Paul Mansell, Stefan Sanchez, Eileen Roden and Geof Leigh for their contributions We all hope you find the article interesting.
If we can help you in any way we hope you will get in touch, and we offer the APMG Better Business Cases qualification if you are looking for training
Welcome to another one of our Fresh Look, these are a series of articles taking a look at common topics to try to come up with some new ideas and insight into problems that seem to repeat themselves across many organisations.
In this article we look at the dysfunctional relationship between and organisations corporate risk world and the P3M risk world and offer some ideas on how it could be better. Fresh look – P3M v Corporate Risk Management
Continuing our series of blogs: Seven Deadly Sins that lead to regular and highly predictable failure on a range of topics.
Today we are focusing on Business Case Management, an organisational ritual that doesn’t seem to stem the tide of failure, despite the enormous amounts of time spent preparing them.
- Failing to maintain the business case. Many failures only come to light late on in delivery because most organisations do not track ongoing viability within the project or programme, or evolving changes in the environment
- Thinking that project success is about Time/Cost/Scope – without including benefits and value, the time/cost/scope trilogy can be misleading for programmes in particular
- Forgetting that you have to deliver the change, not just get it past the approval committee. So much effort goes into gaining approval, it can come as quite a shock when it has to move from a document into delivery.
- Starting with assumptions on what the solution should be blinds you to the best options. So many projects and programmes go wrong because the solution was decided before the business case work started, the business case then becomes the justification for a way of doing it rather than a genuine options appraisal.
- Failing to fully engage stakeholders of the full impact of the business case upon them, consequently on the way through the approvals process it is ambushed or once it goes into delivery, unexpected costs begin to emerge.
- Hiding the full costs of the initiative will always lead to trouble. The costs of change are invariably underestimated in a business case in the hope that some unsuspecting party will pick up the bill.
- Failing to adequately apply risk rating to the costs or the benefits. Without risk rating, both sides of the justification increases the risk of failure, organisations are increasingly applying a risk mitigation to the costs, but few are applying a risk factor to the benefits. Either side can move up or down.
We thought it would be a good idea to revisit some of the guiding principles that underpin the world of portfolio, programme and project management. In a world of information overload, it is very easy to lose sight of what matters, so this is the first in a series of posts that we revisit to remind about some core concepts.
In this article, we revisit benefits management, which is still one of the most mysterious disciplines in the world of transformation. Benefits appear like magic when the business case is being written. With earnest consideration and challenge, even more mysteriously, they seem to disappear as soon as the business is signed off and people get down to the real business of delivering stuff, probably never returning to the sticky subject of benefits and why the change was initiated in the first place.
We’ve pulled together some of what we have found to be guiding principles which may increase your chances of achieving your benefits delivery.
One of the great mysteries is why do we keep making the same mistakes or doing blindingly stupid things. The P3M industry is just a reflection of a wider society, as programmes and projects fail repeatedly for the same reasons, yet each time it seems to come as a complete surprise.
TSO asked Aspire Europe to write the guest article for their website, so we decided to focus on this topic and share our insights. We hope you find the article useful.
If just one word from this article triggers a thought or an idea that improves your performance at any time in the future, then it will have been worthwhile.