Projects go off-course one degree at a time. As new people join the project, previous team members leave or are reassigned, new pressures arise, and decisions have to be made, the original direction and intent of the project can be diluted, misconstrued, or missed completely.
Value Delivery Management requires that active controls are in place to ensure the continuing alignment of all dimensions of the project, including, if not especially, technical dimensions, like systems delivery.
Effective alignment management requires elements that are often skipped:
- A clear vision of what the project is going to achieve.
- Guiding design principles.
- Quality standards and formal alignment processes to monitor and control the project team and the business.
- Processes (and the authority) to reject mis-aligned suggestions, ‘enhancements’, and changes.
- Processes to ensure that what is delivered is what was intended.
It’s not just: ‘delivered, tick, done’, anymore — with Value Delivery Management it’s now ‘delivered, validated, tick, done’. Not just once, but at all times and at every step throughout the project. Every deliverable is validated against the vision, the intent, the design parameters, and the letter of the specification in order to protect the value.
When everyone is ‘on the same page’, and that page is value focused, the degree of delivered value increases exponentially.
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Click here for the 16th article in this the series "Refocusing Projects Onto Business Value, Part 16: Project Health Checks"
Click here for the first article in this the series "Refocusing Projects onto Business Value, Part I: The Need".
Jed Simms is CIO magazine's weekly project management columnist. Simms, founder of projects and benefits delivery research firm Capability Management, is also the developer of specialized project management and project governance Web site www.project-sponsor.com
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