ABSTRACT
Research, best practice and direct experience converge on the need for excellence in two disciplines and to redress the failure of programmes to deliver intended value: building baseline business cases and value realisation. The first five relate to baseline business case and last concerns value realisation: inadequate specification of stakeholder outcomes; unrealistic quantification of benefits; poor causal linkage between programme phases and benefits; poor value alignment; imprecise criteria for success and inadequate provision for risk; inadequate tracking of benefits and overall programme value. Tracking for value is incorporated as an integral part of the entire programme management process, which involves the monitoring and correction of three aspects of the programme deliverables, drivers and benefits and overall programme value. Programme value is tracked using Discount cash flow (DCF) analysis. Deliverables, drivers, benefits and programme value are all linked dynamically using causal models, which are vital in assessing the impact of changes and directing effective action.
