When we see both sides of the story it helps us see threats and opportunities—and find solutions—that may be out of the box. Editor Adeline Teoh says playing Devil’s Advocate may be difficult, but it will make you a better project manager.
Thinking at the margin is what happens when people make decisions based on incremental cost-benefit analyses. It’s a factor in agile project management—but there’s a downside, warns editor Adeline Teoh.
What do business analysts do? Business analysts help to make projects easier to understand by breaking them down into smaller and more manageable pieces. Beata Green provides an introduction to business analysis.
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.
Making a sensible decision to ‘kill’ an uneconomic project or to support an ‘over budget’ project that still has a viable return on investment is always difficult. Patrick Weaver on the three worst ways to make a decision.