Published here August, 2009.

Introduction | Book Structure
What We Liked | Downside | Summary

Book Structure

Maximizing Project Value contains only six chapters that follow the Project Speed2Value™ Road Map shown in Figure 1 previously. Hence, together with the Introduction, the chapters are as follows:


Introduction: Beyond "On Time and On Budget"



Defining the Project Business Case and Getting Buy-in from Top Management



Executing a Project with a Business Value Mindset



Achieving Project Value Through Stakeholder Management



Creating Organizational Alignment and Accountability



Establishing an Ongoing Project Performance Tracking Process





Appendix A - Project Business Case Exercises


Appendix B - Stakeholder Management Exercises


Key Terms - A brief glossary of some of the terms used in the book

Chapters 1 and 3 are by far the largest, to which the exercises in appendices A and B refer. It should perhaps be noted that the sequence of chapters does not follow any recognized life cycle, whether of the project or the product. Rather, the Speed2Value™ Road Map follows a parallel path through out the product life cycle with the specific intention of developing value. And surely, this is the answer to Jeff's second question.

So then the issue is how? In Jeff's view the answer to this question is illustrated by a five-step Business Case life cycle as shown in Figure 2.

Figure 2: Business Case life cycle - need for a project
Figure 2: Business Case life cycle - need for a project

There are some important considerations revealed in this chart.

  • Since the Business Case, Step 3, follows Initiate Project, Step 2, the development of the Business Case is clearly considered as a part of the project.
  • A Project Initiation Document, PID, triggers Initiate Project.
  • Project Selection, Step 4, and Project Approval, Step 5, are somewhat cursory, but another important point is that such approval should be granted by Phase.
  • Project Implementation is highlighted as obviously a complete exercise on its own, followed by Project Performance with an arrow showing feedback.

While we agree with the need for feedback, we have difficulty with the description of this last graphic arrow, as we'll discuss later.

Introduction  Introduction

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