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#SOOP-9 #pm_ngt BAU is the portfolio of ALL uses of equity & debt to return utility to stakeholders

#SOOP-9 #pm_ngt BAU is the portfolio of ALL uses of equity & debt to return utility to stakeholders

An organisation is a collection of types of capital whose interactions generate value. If there is a return on investment then it makes sense to make the biggest possible investment but reality is that access to capital is limited so capital must be rationed to those uses with the most bang for buck

The demands on capital span all the day-to-day (or business-as-usual) activities that generate revenue as well as all investments in change. The trade-off between “Run the business” versus “Change the business” – the limiting for of capital is most frequntly skilled people’s time (#pm_ngt includes bandwidth analysis of people and ability to cope with change)

#pm_ngt RTBvsCTB

The central truth of Kaplan & Norton’s balanced scorecard is that capital powers the business’ activties. activity is either focussed on benefit today or benefit tomorrow

The real discipline is less about project management, or at least not in isolation, its about portfolio management. Portfolio management considers the sum total of demands on capital allocation between sustaining bau and delivering change (or future-state-business-as-usual).

Successful projects need a new approach and that approach is #pm_ngt

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#pm_ngt Is an integration of best-of-breed solutions such as PMBoK Guide® and PRINCE2® and Dimension Four®

#pm_ngt Builds on your existing investment in pm training, it integrates, fills the gaps & links to your mission & values

#pm_ngt Helps the board develop and maintain a vision, translate vision to strategy, to tactics, to outputs, to outcomes, to benefits

#pm_ngt Isn’t (just) project management its an investment regime for the management of change based benefits delivery

#pm_ngt Is a collection of tools and procedures within a defined but loosely enforced framework that together handle the initiation, conduct and bedding-down of change; From Idea to Returns, the end to end investment cycle

Successful change requires support of activity from top 2 bottom of the management hierarchy  and from end 2 end of an investment’s timeline. #pm_ngt provides conceptual foundations, vocabulary, roles, tools, technques and framework that span needs from Board-Room 2 Boiler-Room™

#pm_ngt is a product set of business leadership and project management tools that provide governance over equity. #pmngt’s acid test is “is this relevant 2 reality?” it is not an exercise in exam based ‘cram and forget’ cv building. #pmngt training coaches each layer of management in how to interact with the layers below and above to facilitate sound decision making

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#SOOP are Simon’s Observations on Projects  –  Each one flows from the observation that gaining skills in delivering projects is like making soup 

 

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