000			04368nam a22002057a 4500
999			_c2830 _d2830
005			20220706173057.0
008			220706b ||||| |||| 00| 0 eng d
020			_a9781119367888
082			_a658.404 _bYOU
100			_aYoung, Raymond _97381
245			_aProject benefit realisation and project management: the 6q governance approach
260			_bJohn Wiley & Sons, Inc. _aNew Jersey _c2022
300			_axiii, 124 p.
365			_aUSD _b75.00
504			_aTABLE OF CONTENTS List of Illustrations Preface 5 I. Introduction 6 The Board, Governance and Projects 6 Key Concepts 9 II. How to Govern Projects: 6 Questions Q1. What is the desired outcome? War Story – Lying to the Board How to know whether Q1 has been addressed adequately Q2. How much change? Q3. Sponsor Case Study – SkyHigh Q4. Success Measures Case Study – TechMedia Commentary Q5. The right project culture Case Study – The Agency Q6. Monitoring Case Study – TechMedia (contd. from p26) III. Tools and Techniques Q1 Strategy – Diagnostic Toolkit Case: A ‘routine’ project failure at TechServ Q2 Change – Tools and techniques Stakeholder Analysis Business Process Mapping Results Chain or Logic Model Influencer Analysis Case Study – The Agency Q4 Measurement – Tools and techniques Q6 Monitoring – tools and techniques IV. Further insight When do you ask each 6Q Governance™ question? The best guidance available V. The Future of Project Management and Governance Where do we go from here? The history and the future of project management Conclusion Appendix 1 – TechMedia Appendix 2 –SKYHIGH INVESTMENTS Appendix 3 –THE AGENCY Bibliography About the Authors Index
520			_aProject 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.
650			_aProject management _9387
700			_aZerjav, Vedran _97382
942			_2ddc _cBK