Project Benefit Realisation and Project Management. Raymond C. Young

Чтение книги онлайн.

СКАЧАТЬ as the authors of this work has been asserted in accordance with law.

      Registered Offices John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, USA John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, UK

      Editorial Office 9600 Garsington Road, Oxford, OX4 2DQ, UK

      For details of our global editorial offices, customer services, and more information about Wiley products visit us at www.wiley.com.

      Wiley also publishes its books in a variety of electronic formats and by print‐on‐demand. Some content that appears in standard print versions of this book may not be available in other formats.

      Limit of Liability/Disclaimer of Warranty In view of ongoing research, equipment modifications, changes in governmental regulations, and the constant flow of information relating to the use of experimental reagents, equipment, and devices, the reader is urged to review and evaluate the information provided in the package insert or instructions for each chemical, piece of equipment, reagent, or device for, among other things, any changes in the instructions or indication of usage and for added warnings and precautions. While the publisher and author have used their best efforts in preparing this work, they make no representations or warranties with respect to the accuracy or completeness of the contents of this work and specifically disclaim all warranties, including without limitation any implied warranties of merchantability or fitness fora particular purpose. No warranty may be created or extended by sales representatives, written sales materials or promotional statements for this work. The fact that an organization, website, or product is referred to in this work as a citation and/or potential source of further information does not mean that the publisher and author endorse the information or services the organization, website, or product may provide or recommendations it may make. This work is sold with the understanding that the publisher is not engaged in rendering professional services. The advice and strategies contained herein may not be suitable for your situation. You should consult with a specialist where appropriate. Further, readers should be aware that websites listed in this work may have changed or disappeared between when this work was written and when it is read. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

       Library of Congress Cataloging‐in‐Publication data applied for

      ISBN: 9781119367888

      Cover Design: Wiley

      Cover Image: © matejmo/Getty

      List of Illustrations

      Figure 1.1: 6Q Governance (TM) as a business canvas.

      Figure 3.1: AcdB layout on a whiteboard.

      Figure 3.2: Worked example: TechServ! It’s not an IT project, it’s a customer service project.

      Figure 3.3: Typical output from a stakeholder analysis.

      Figure 3.4: Helpful output from Business Process Mapping.

      Figure 3.5: A typical logic map. Source: Arnold [19].

      Figure 3.6: An example of a Results Chain. Source: Thorp, J. (2003).

      Figure 3.7: A weak AcdB logic.

      Figure 3.8: Initial value chain.

      Figure 3.9: Enhanced value chain.

      Figure 3.10: Value chain enhanced with projects identified through influencer analysis.

      Figure 3.11: Prototype project reports.

      Figure 3.12: Screenshot of step 1 of the project initiation process – business case. Source: DSTG.

      Figure 3.13: Prototype project portfolio management reports at DSTG.

      Figure B.1: Project governance structure. Source: Young, 2005.

      Figure B.2: Project timeline. Source: Young, 2005.

      Preface

      As we are writing this handbook, the COVID‐19 crisis is unfolding, creating challenges and opportunities of unprecedented scale for the economies and societies around the world. A number of projects are having their budgets axed and objectives put on hold but at the same time, many new projects are being initiated to help us all prepare to function and live in the ‘new normal’. Project sponsors, investors, and financiers are taking a risk‐averse view as to what projects will be needed and what to support in the post‐pandemic ‘brave new world’. Indeed, we felt that this handbook is a timely response to the challenges of this situation, focusing on project benefits and the design of projects in the light of their benefits, rather than the conventional criteria of project success.

      Our ambition is to help organisational project clients and their project executives navigate these uncertain times. The book is deliberately brief and written for Corporate Boards and their ‘accidental project sponsors’. Managers do not suddenly acquire the knowledge to govern a big project when they are promoted to senior management. It is far more common to be delegated the role and to become a project sponsor by ‘accident’. Once delegated, the common experience is to find most of the advice one is given is not helpful, and success or failure becomes dependent on your instincts as a project sponsor. In the post‐pandemic world, projects are more critical to the survival of organisations and we cannot fall back on such a hit‐and‐miss approach. This handbook addresses this issue by distilling the experience of senior managers and presenting guidance in the form of six key questions illustrated by case studies.

      The guidance is informed by decades of research and has been tested against a database of hundreds of projects to confirm its effectiveness. It is also supported by a companion website (www.6qgovernance.com) where readers can read the latest insights and post questions to the authors and their peers to get timely advice on how to govern their projects for the new normal.

      Authors CV

      Raymond C. Young – Career Summary

      Raymond Young is an international authority in project governance. His research has been published by Standards Australia as HB280‐2006, a handbook explaining how boards and top managers influence business projects to succeed. His career objective is to help clients realise strategic business benefits from their projects rather than to simply come in on‐time on‐budget.

      Raymond is a Fellow of the Australian Institute of Project Management (FAIPM) and a Fellow of the Governance Institute of Australia (FGIA). He is a founding member of the committee that developed the Australian and international governance standards AS8016 and ISO38500. Raymond’s career alternates between industry and academia. He has recently taken up a Senior Associate Professor role at Xi’an Jiaotong‐Liverpool СКАЧАТЬ