Establish Project Worth | ||||||||||||
 |
|
|
|
|
|
|
|
|
|
|
|
|
 |
||||||||||||
 |
[ Login/Subscribe ] | |||||||||||
 |
||||||||||||
 |
 |
 |
 |
 |
 |
 |
|
 |
||||
 |
||||||||||||
Features
Departments
Executive
Resources
|
Home > Departments > Methods & Means
Do you know what the project you’re working on is really worth to the organization? If you don’t, you’re operating without one of the key sets of information needed to ensure project success. In the first of a new series on managing change initiatives, here is some guidance on how establishing worth — or affordability — can help you and your stakeholders improve project performance.
This is the first in a series of articles on best practices for managing change initiatives. However, instead of focusing on common, if still misunderstood, techniques such as business cases, risk management and change control, this series will explore some lesser known and underused practices that can make a fundamental difference to the success of a project.
An executive calls you into a meeting, or corners you in the hall, and proceeds to describe a major change initiative he or she has in mind. The dialogue goes like this: “You did a great job managing that ABC project for us last year and I’d like you to be involved in a new initiative we’re planning.”
The executive goes on to describe the venture and the wonderful benefits it will deliver to the organization and then concludes with “You did a great job of estimating and controlling the delivery of the ABC project within budget and on schedule.
Please login/register to read the entire article.
| |||||||||||||||||
|
Privacy Policy Contact Us User Agreement