More than three decades ago Harvard Business School proposed four key reasons for project failure: Unclear objectives leading to...
Beyond the Iron Age for projects
The Iron Triangle project success measures of on time, on budget lock organisations into compromise and failure as, using these measures,...
10 ways the Iron Triangle destroys project success
There is an assumption that the Iron Triangle/Triple Constraint measures of ‘on time, on budget, to specification’ are benign. There is no...
Finding the project stakeholders who value value
Projects and programs are undertaken to enable an organisation to achieve part of its strategy, usually by creating new or better ways of...
Creating value from change
There is a steadily increasing focus within organisations on managing change and maximising the opportunities change is supposed to...
9 lessons from Lee Kuan Yew on transformational change
Lee Kuan Yew, the founding father of modern Singapore, died this week. He transformed an old colonial outpost to a country that has one of...
Articulating business benefits for portfolios, programs and projects
Portfolio, program and project (P3) managers face a demanding transition from the traditional iron triangle performance measures of time,...
The truth about business benefits realisation
Business benefits realisation for programs and projects should be tackled very early in their lifecycle. A concerted effort towards the...
True measures of project success
I recently saw reference to an academic paper that said in the summary: “On time, on budget and to specification were not the only...
10 military strategies for project resource planning
Custer’s Last Stand, otherwise known as the Battle of the Little Bighorn, has almost become synonymous with failure. The year was 1876,...