Tag Archives: fresh look

Fresh Look – Benefits Management

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.

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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.

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Filed under Benefits Management, Knowledge Nugget

Fresh look: Project and Risk teams

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

Risk management should be the star of the P3M show, but it rarely is. In organisations that are forward thinking enough to have risk professionals the relationship between project managers and risk managers is not always optimal.

In this paper, a risk advocate provides some fresh insight into how the relationship could work better.

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Fresh Look: Investment Logic Mapping

Investment Logic Mapping (ILM) was all the rage a few years ago but it has been lost in time. It originated in Australia and provided an approach to developing the justification for a business investment.

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ILM is a brilliant way to understand the problem, think about the outcomes and clarify where the costs and benefits sit. They should be made compulsory in all Programme Briefs!

This guide outlines why you should use Investment Logic Mapping to see what value the use of ILM will bring to your investments.

It is a powerful and extremely cost-effective way to bring shape and structure to your investment before you head off into expensive blind alleys.

We hope you find this useful.

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Filed under Business Project Management, Knowledge Nugget

Fresh Look: Dependency Management

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.

Dependency Management really is one of the Dark Arts. It  about the interfaces between initiatives. At a programme level it is what planning is all about, tracking how the inputs and the outputs of projects fits together. At the portfolio level it is even more complex as it is matching together inputs and outputs from programmes and projects.

In MSP® 2011 we introduced the concepts of Intra, Inter and External dependencies so here is the paper that defined the original concept and explains how they operate in a programme management environment.

MSP® is a [registered] trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

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Filed under Aspire Academy, Portfolio Management

Fresh Look: Planning

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, so this is the first in a series of posts that revisit to remind about some core  concepts so what could be more important than planning

One of the great mysteries of our profession is planning. For most of our clients, project and programme management is all about  having a plan, and yet most of our  professional qualifications don’t actually involve much planning, in fact some of them go out of their way to avoid it like PRINCE2.

So we shouldn’t really be surprised that so many projects run late or go wrong. There is a sequence to events that are needed to bring a good plan together.  In this article we have set out this sequence for you to consider – Planning – back to basics 

Now, if you are really interested in finding out more about planning and how you can improve your performance, check out our book.

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Fresh Look: Vision Statements

Fresh Look – 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. mountain top

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.

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Filed under Aspire Academy, Change Management, Knowledge Nugget, Magnificent Seven, Programme Management

Fresh Look: Programmes without Blueprints

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.

Is your programme exhibiting any of these characteristics?

  1. Project issues dominate the programme board
  2. Unidentified risks start to materialise a bit too quickly
  3. Benefits are rarely discussed
  4. The BCM lacks authority or purpose
  5. Many uncontrolled or unclear dependencies between projects and other initiatives start to manifest themselves
  6. Decision making is ad-hoc, reactionary or just slow
  7. Stakeholder resistance begins to increase and programme loses support. Programmes either lack momentum or feel like a roller coaster

If that is the case, your programme probably does not have a blueprint, and is probably out of control.

In this article, we liken a programme to a yacht and explain how it is not what you see on the surface that is providing the control, it is what happens below the waterline that is important. If your programme is exhibiting any of these characteristics then the article is for you.

 

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Filed under Programme Management, Uncategorized