Raymond C. Young - 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  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 
 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.