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 but use of these measures actively enables and inadvertently encourages the destruction of business value, argues Jed Simms.
Effective benefits realisation for portfolios, programs and projects
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.
Articulating business benefits for portfolios, programs and projects
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.
Demystifying project benefits
Many claimed ‘benefits’ really are not benefits at all in many cases. Unless somebody wants and uses the results of an organisation’s projects there can be no benefits. Dr Phil Driver has a way to make sure all your projects contain benefits.