There is an assumption that the Iron Triangle/Triple Constraint measures of ‘on time, on budget, to specification’ are benign but use of these measures actively enables and inadvertently encourages the destruction of business value, argues Jed Simms.
There is a focus within organisations on maximising the opportunities change is supposed to generate through realised benefits and value creation. Lynda Bourne on the role of the project manager in this process.
Lee Kuan Yew, the founding father of modern Singapore, died this week. Are there lessons in project management and transformational change that we can learn from him? Singapore baby Angela Lecomber thinks so.
Effective benefits realisation in the portfolios, programs and projects environment requires the establishment of clear business intentions and integration with current practices. Brian Franklin explains how to integrate outcome management.
Portfolio, program and project managers face a demanding transition from the iron triangle to an imperative to prove the business benefits used to justify priority and budget allocation. Brian Franklin on the issues that P3 managers face in this regard.