The effective execution of organisational strategies carries the business from a current “alpha” status to a more desirable, more competitive “beta” status. Such strategies should be translated into project-like initiatives to be successfully delivered. However, poor implementation has been the nemesis of many brilliant strategies, which erodes the long-term sustainability and the overall competitiveness of the organisation.

The iron triangle of completing any system on time, on budget, and to specification is necessary, but not sufficient to assure sustained improvements in the intended operational environment. Newly developed systems should not be deemed successful until they are successfully deployed in their intended operational environment. This necessitates an effective transition from the project realm to operations where acquired “capabilities” are exploited with the aim of deriving the benefits for the owner-organisation.

This chapter aims to introduce the notion of Operational Readiness (OR) as a Project Management tool, which, among many uses, can be used to prepare the “operational environment” of the owner-organisation to effectively accommodate the product or solution, and accept changes resulting from a particular set of projects. Examples of failed OR are provided, thus highlighting its centrality in terms of accommodating both the system and its impact on the environments.