This Masterclass explains the controls required to deliver successful projects.
Most projects are set up to solve problems and deliver outputs. This is not what you want. You want to fully deliver the specified new operational business end states with all of the available benefits and value—so as to successfully realize the targeted strategic results.
This Masterclass covers the three base components needed for success: future state definition, current state analysis, and change activities need to move between the two. These are the foundations that you need to have in place.
Accountability for controls is spread across business executives, investment committees, sponsors and steering committees, portfolio managers and project managers. They all need to understand and execute their respective controls well to eliminate waste.
Most of the critical controls are OUTSIDE of project management — you cannot therefore rely on project managers to fully control projects.
The Masterclass explains which controls are needed, and how they need to work. The orthodox reliance on project management and its controls is why so many controls are missing or deficient
provides you with checklists so you can assess whether or not you have these controls in place and they are operating effectively.
Too many of the necessary controls are missing, deficient or ineffective. In fact, too many of the necessary controls are not even known about let alone managed.
And every gap or deficiency is costing you money and devaluing your business results. Yet the solution is simple. Most of the necessary controls exist outside of project management.
This Masterclass covers the controls required at the investment, governance, portfolio and project levels, together with checklists and guidance on assessing your current controls.
You may believe that your organization is average or ‘okay’ at managing the required controls. But, the difference between an average and a good organization is a factor of at least three – good organizations deliver three times the returns for less cost and in less time. They do this by both eliminating waste and increasing the value delivered.
The difference between average organizations and great organizations is a factor of at least five
The prize for managing the appropriate controls effectively is significant. The workload to obtain this prize is now easily achievable. Your challenge is to get started!Some controls can take 20% out of both your project and ongoing operational costs.
Others can take up to 40% off your initial costs-to-deliver
Others can double or more the number and value of the benefits identified.
Individually, you can ensure your projects are a success
Corporates can ensure they increase the ROI on their project portfolio and successfully execute their strategy
