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Home > Departments > Methods & Means
Project managers and teams can and should seek opportunities to propose actions to increase project ROI. But first, sponsors must be engaged to quantify the project’s value, and, equally important, to establish how it can and can’t fluctuate due to schedule delays and scope changes. Here are steps to make it happen.
This is the fourth article in a series exploring, summarizing and expanding on the techniques, metrics and implications of a methodology called Total Project Control (TPC), which focuses on managing and demonstrating project value.
How much money are you willing to throw away on your next investment? How much waste should be acceptable on a project? Ten percent? Twenty-five percent? None? On most projects right now, it really doesn’t matter — because we have no way of knowing how much is being wasted. If we don’t treat or measure projects as investments, it’s very hard to quantify project losses that occur due to inefficiencies of various kinds. One strongly suspects that such blindness is often deliberate — knowledge leads to accountability, and accountability can hurt!
Referring to the Total Project Control triple constraint triangle (see Figure 1) that we discussed in the previous articles in this series (Part 1, Part 2, Part 3), project profit can be reduced through inefficiencies on each of the three sides.
 Figure 1: The TPC Quantified Triple Constraint Triangle
COST: Project profit is often reduced by having resources that work inefficiently, thus increasing the cost side of the triangle and sending the project over budget.
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