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Stories by Sheryl Gavin

Benefits realisation: What’s in it for you?

Benefits realisation is a hot topic in business today, from IT project and programme offices through to the higher ranks of organisations. In a climate of increasing pressure to deliver results that contribute to the success of their business, executives are increasingly expressing concern about the lack of visible return for their investment in projects.
We invest money into projects in a bid to increase our business success. But how often do we go live, only to find that we’ve fallen short of delivering all of the promised benefits? How can we ensure that these projects contribute to the business’s success by delivering benefits that you can see and feel?

Written by Sheryl Gavin16 Nov. 02 22:00

CIO Leaders Lunch presentation

Here's Sheryl Gavin's presentation.
Click the file below to view the Powerpoint slides within your browser, or right-click and choose "Save Target as" in Internet Explorer (or "Save as" in Netscape) to download the file to your local hard drive.

Written by Sheryl Gavin05 Nov. 02 22:00

The benefits

With no clear vision and direction, the delivery of measurable business benefits from a project becomes difficult, if not impossible. We need to spend more time up front understanding what the potential benefits are and how we plan to get them. Getting very clear on what we’re trying to achieve and how we plan to make that vision a reality sets expectations that are understood by business and project teams.
Getting value from your portfolio of projects requires a shift in focus from the traditional “on-time, on-budget” project paradigm to the more holistic view — programmes. A programme is best described as a structured grouping of projects designed to produce clearly identified business results.

Written by Sheryl Gavin31 Aug. 02 22:00

The importance of project management

Within the boundaries of programme-focused delivery, the importance of project management cannot be overlooked, this is the discipline that creates new capabilities that enable the achievement of the desired outcomes.
Unfortunately in many New Zealand businesses, integrated project culture is not the norm. I have seen many instances where individuals with little or no formal project management expertise have been expected to manage projects simply because they are subject matter experts, with little consideration given to the constraints on their line position and business-as-usual workload.

Written by Sheryl Gavin31 Aug. 02 22:00