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PROJECT BENEFIT REALISATION AND PROJECT MANAGEMENT Dispels the confusion between project management success and project success, showing how project sponsors can govern their projects to succeed in delivering the strategic benefits originally envisaged Project management success does not automatically lead to project success. Many large projects fail to live up to expectations, with between half and two-thirds of large projects either failing to deliver or delivering few strategic benefits. Traditional project management resources focus on delivering a project on time and on budget, yet they fail to supply top managers, many of whom find themselves in the role of accidental project sponsors, with guidance on how to govern their projects to succeed. Project Benefit Realisation and Project Management: The 6Q Governance Approach bridges the strategy to performance gap by providing boards, senior managers and project sponsors with the six critical questions necessary to diagnose the health of any project. Presenting a systematic framework developed from research cases of successful and unsuccessful projects in various types of organisations, this practical guide enables those in top management to determine if their strategy or policy is on track and to assess whether a project is likely to deliver the expected benefits. The text features real-world examples illustrating how concepts can be applied to different types of projects in engineering, construction, information technology, business transformation and many others. This must-have guide is designed to help top managers and other stakeholders: Clarify the link between business outcomes, benefits, and strategy to evaluate where effort should be directedAssess how much behavioural change is required to effectively implement strategy and realise desired benefitsSelect a project sponsor committed to influencing key stakeholders to make necessary changes and intercede to resolve issues as they arise Establish how success will be measured before a project begins, to gauge sponsor commitment and ensure project goals are not changed to match whatever is achieved Ask if the right culture is in place to ensure all relevant information is being reportedDetermine teams’ ability to adapt and change plans in response to issues arising in the projectMonitor if the project is on track to realising the benefits and have a process in place to cancel failing projectsProject Benefit Realisation and Project Management: The 6Q Governance Approach is an indispensable volume for board members, project sponsors, project advisors and those in senior positions who find themselves in the role of accidental project sponsors.

PROJECT BENEFIT REALISATION AND PROJECT MANAGEMENT

Dispels the confusion between project management success and project success, showing how project sponsors can govern their projects to succeed in delivering the strategic benefits originally envisaged

Project management success does not automatically lead to project success. Many large projects fail to live up to expectations, with between half and two-thirds of large projects either failing to deliver or delivering few strategic benefits. Traditional project management resources focus on delivering a project on time and on budget, yet they fail to supply top managers, many of whom find themselves in the role of accidental project sponsors, with guidance on how to govern their projects to succeed.

Project Benefit Realisation and Project Management: The 6Q Governance Approach bridges the strategy to performance gap by providing boards, senior managers and project sponsors with the six critical questions necessary to diagnose the health of any project. Presenting a systematic framework developed from research cases of successful and unsuccessful projects in various types of organisations, this practical guide enables those in top management to determine if their strategy or policy is on track and to assess whether a project is likely to deliver the expected benefits. The text features real-world examples illustrating how concepts can be applied to different types of projects in engineering, construction, information technology, business transformation and many others. This must-have guide is designed to help top managers and other stakeholders:

Clarify the link between business outcomes, benefits, and strategy to evaluate where effort should be directed Assess how much behavioural change is required to effectively implement strategy and realise desired benefits Select a project sponsor committed to influencing key stakeholders to make necessary changes and intercede to resolve issues as they arise Establish how success will be measured before a project begins, to gauge sponsor commitment and ensure project goals are not changed to match whatever is achieved Ask if the right culture is in place to ensure all relevant information is being reported Determine teams’ ability to adapt and change plans in response to issues arising in the project Monitor if the project is on track to realising the benefits and have a process in place to cancel failing projects

Project Benefit Realisation and Project Management: The 6Q Governance Approach is an indispensable volume for board members, project sponsors, project advisors and those in senior positions who find themselves in the role of accidental project sponsors.

PROJECT BENEFIT REALISATION AND PROJECT MANAGEMENT

Dispels the confusion between project management success and project success, showing how project sponsors can govern their projects to succeed in delivering the strategic benefits originally envisaged

Project management success does not automatically lead to project success. Many large projects fail to live up to expectations, with between half and two-thirds of large projects either failing to deliver or delivering few strategic benefits. Traditional project management resources focus on delivering a project on time and on budget, yet they fail to supply top managers, many of whom find themselves in the role of accidental project sponsors, with guidance on how to govern their projects to succeed.

Project Benefit Realisation and Project Management: The 6Q Governance Approach bridges the strategy to performance gap by providing boards, senior managers and project sponsors with the six critical questions necessary to diagnose the health of any project. Presenting a systematic framework developed from research cases of successful and unsuccessful projects in various types of organisations, this practical guide enables those in top management to determine if their strategy or policy is on track and to assess whether a project is likely to deliver the expected benefits. The text features real-world examples illustrating how concepts can be applied to different types of projects in engineering, construction, information technology, business transformation and many others. This must-have guide is designed to help top managers and other stakeholders:

Clarify the link between business outcomes, benefits, and strategy to evaluate where effort should be directed Assess how much behavioural change is required to effectively implement strategy and realise desired benefits Select a project sponsor committed to influencing key stakeholders to make necessary changes and intercede to resolve issues as they arise Establish how success will be measured before a project begins, to gauge sponsor commitment and ensure project goals are not changed to match whatever is achieved Ask if the right culture is in place to ensure all relevant information is being reported Determine teams’ ability to adapt and change plans in response to issues arising in the project Monitor if the project is on track to realising the benefits and have a process in place to cancel failing projects

Project Benefit Realisation and Project Management: The 6Q Governance Approach is an indispensable volume for board members, project sponsors, project advisors and those in senior positions who find themselves in the role of accidental project sponsors.

Studies and perspectives on effective government-funded project governance Governance Frameworks for Major Public Projects: International Practices and Experiences brings together expert contributions and recent research to enable readers to make informed, rigorous decisions in the governance of major public projects. This book includes information on: Key components for success or failure, such as project governance structures and processes, especially in the front-end phaseThe link between policy intention/aspiration and the execution of projectsExamples of governance models from several countries that address the challenge of the disconnect between policy and its deliveryMethods to obtain oversight and control of porfolios through effective project governance mechanismsCombining empirical data and theoretical studies with a global outlook, Governance Frameworks for Major Public Projects: International Practices and Experiences earns a well-deserved spot on the bookshelves of policy and industry practitioners across all project-based organisations. Advanced students of project management will also find the text valuable.

Studies and perspectives on effective government-funded project governance Governance Frameworks for Major Public Projects: International Practices and Experiences brings together expert contributions and recent research to enable readers to make informed, rigorous decisions in the governance of major public projects. This book includes information on: Key components for success or failure, such as project governance structures and processes, especially in the front-end phaseThe link between policy intention/aspiration and the execution of projectsExamples of governance models from several countries that address the challenge of the disconnect between policy and its deliveryMethods to obtain oversight and control of porfolios through effective project governance mechanisms Combining empirical data and theoretical studies with a global outlook, Governance Frameworks for Major Public Projects: International Practices and Experiences earns a well-deserved spot on the bookshelves of policy and industry practitioners across all project-based organisations. Advanced students of project management will also find the text valuable.