Using a sample business case, Steve Jenner highlights some glaring flaws that are easy to overcome if you are benefits-focused. He talks about intangible benefits and unmeasurable benefits included in any case. Others have no beneficial owner.
Here Rod tells us about establishing a “guiding mind” to ensure consistency, transparency of performance changes, clear responsibilities for change, weighting benefits in the business case and monitoring changes in case they remove the need for the program.
We learn about benefits from program management but consider how this has changed and how projects deliver those benefits instead. But even implementing things like the Victorian logic mapping is insufficient to ensure the delivery of benefits - so how do we do it? Steve tells us.
Ruth Murray-Webster talks to us about the challenges faced by organisations in managing their portfolio of investments when they have limited capacity and limited resources. The paradox for external consultants tasked with assisting leaders to implement change, and that making that happen depends...