chapter  9
38 Pages

Delivering Value from Projects and Programmes

If you are a project manager, charged with delivering a major technology initiative to the business, your number one priority will be to ensure the project delivers on its promise. To the extent that the technology is unproven, or highly complex, or reliant on a level of support that outstrips your organization’s ability to provide, you might expect to at least fall behind on delivery dates or overrun on your budget. If you’re like most project managers I know, you will offset the likelihood of this happening by focusing on ‘execution’ – the skill and thoroughness with which you manage the project.