By Trish Melton
Profitable tasks are the root for the enterprise many winning businesses, yet many execs lack the fundamental talents required to control tasks effectively. This publication exhibits tips on how to maximise the results of initiatives and to make sure that the advantages bobbing up from tasks -- huge or small -- are totally learned through the enterprise. This key final result should be simply neglected or sidelined by way of the necessity to maintain initiatives on the right track.
Visually lead, to the purpose, with case reviews and most sensible perform instructions all through, the hard-won genuine global event present in this booklet makes it a robust PM source for an individual excited about undertaking management.
- Links venture administration to enterprise ambitions for occupation undertaking managers and people concerned with venture intermittently
- Focuses at the wishes of engineering, business and strategy projects
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Additional info for Project Benefits Management: Linking projects to the Business
Sample text
Benefits review Is this a good idea which benefits the business? Go/No Go Go/No Go Conceptual design Does the business need this project? Idea development Is this a good idea which benefits the business? Go/No Go Go/No Go Front end design Is the project approved for delivery? Business case development Is the project approved for delivery? Go/No Go Go/No Go To Stage 2 To Stage 2 Figure 1-10 An example stage gate approach A robust business case is a fundamental step in any stage gate process and there is value in allocating resources early in the life of a potential project so that a business case can be developed.
If the business could earn more by doing a different project (or nothing), then you are doing the wrong project or have not fully understood the benefits. Both capital and operating expense funded projects can be complex and involve many people with different views, so gaining a common understanding takes a lot of effort. When you are evaluating projects pay as much attention to the benefits as the costs. You may be able to achieve (or claim credit) for more benefits. Increasing the cost may be appropriate if the net effect is to make better returns.
20 Projects and business Competitive environment Different industries exhibit different competitive landscapes, and the businesses that operate within these industries need to take account of these as well as the direction of change if they are to become or remain competitive. Professor Michael Porter introduced a simple but highly effective model for understanding what drives competition in an industry (Porter, 1980). In the same way that no project can be considered an island (separate from the business in which it operates) no business can be an island.