Value driven approach to project management

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value driven approach to project management

Agile Analytics: A Value-Driven Approach to Business Intelligence and Data Warehousing: Delivering the Promise of Business Intelligence by Ken W. Collier

Using Agile methods, you can bring far greater innovation, value, and quality to any data warehousing (DW), business intelligence (BI), or analytics project. However, conventional Agile methods must be carefully adapted to address the unique characteristics of DW/BI projects. In Agile Analytics, Agile pioneer Ken Collier shows how to do just that. Collier introduces platform-agnostic Agile solutions for integrating infrastructures consisting of diverse operational, legacy, and specialty systems that mix commercial and custom code. Using working examples, he shows how to manage analytics development teams with widely diverse skill sets and how to support enormous and fast-growing data volumes. Colliers techniques offer optimal value whether your projects involve back-end data management, front-end business analysis, or both. * Part I focuses on Agile project management techniques and delivery team coordination, introducing core practices that shape the way your Agile DW/BI project community can collaborate toward success * Part II presents technical methods for enabling continuous delivery of business value at production-quality levels, including evolving superior designs; test-driven DW development; version control; and project automation Collier brings together proven solutions you can apply right now--whether youre an IT decision-maker, data warehouse professional, database administrator, business intelligence specialist, or database developer. With his help, you can mitigate project risk, improve business alignment, achieve better results--and have fun along the way.
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Value-Driven Project Management

Globe Icon An icon of the world globe. Link Copied. Project management is the need of the hour, especially in a turbulent economy. After all, every organisation is reeling under the pressure to overcome competitive threats, along with spiralling operational costs and lower profit margins. Consequently, companies handling specific projects for their customers have done some soul-searching and realised that customers not only want to pull through the famous triple constraints of scope, time and cost, but also appreciate value addition in terms of benefits and productivity when a project is deployed to end-user environment. Keeping in mind customer needs and market demands, organisations have, therefore, started aligning critical projects strategically. This means the traditional definition of project management is changing fast.

Successful IT projects can help generate large returns for organizations, but they can also be fraught with risk. Those who convert strategy into execution using business process management BPM capabilities will get the most benefit from their IT projects. In fact, many companies can realize immediate and lasting improvements in IT and people-based initiatives when they use a management discipline called value-driven BPM. The most relevant IT projects for many organizations are those that have a direct business impact and support business processes. With that in mind, it is often beneficial to align resulting projects with each other and the required business outcomes. Value-driven BPM can provide the overall framework to help achieve those outcomes [1].

At any given moment within an organization, the portfolio of projects can be immense, consuming invaluable corporate resources, namely time and money. It is imperative, therefore, that this utilization of time and money is well-spent and that project efforts directly contribute to the overall benefit of the company. In addition to managing projects via the triple constraints of time, cost and scope, Resch Group takes a strategic, business approach to deliver maximum ROI and sustainable business value. Our value-centric methodology utilizes processes, techniques and tools to accurately forecast quantifiable business benefits, guide project execution towards those benefits, hand-off a solid value attainment plan to business operations and ultimately attain, and even exceed, the targeted business benefits. We take a value-focused, data-driven approach to project management and work closely with our clients to collaboratively answer the following strategic questions throughout the project lifecycle, and even beyond:. Our business-focused, value driven project management approach enables our clients to focus on the real reasons for carrying out their project change initiatives and provides a high level of assurance that the return on investment required from any project is actually achieved and that business value is sustainable. We take a value-focused, data-driven approach to project management and work closely with our clients to collaboratively answer the following strategic questions throughout the project lifecycle, and even beyond: Pre-project deployment: Should we invest in the project?

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Value-driven projects differ from plan-driven projects in significant ways, including how teams are formed, how funding is obtained, how scope is determined and how solutions are achieved. They seek valuable rather than predictable results. Value-driven projects differ from plan-driven projects in that they aim for valuable rather than predictable results. They focus on solving problems and delivering value rather than on delivering to a plan. The table summarizes the differences. Managers of plan-driven projects have unenviable jobs. They are responsible for ensuring that a fundamentally unpredictable process delivers to plan.

You are currently using the site but have requested a page in the site. Would you like to change to the site? Harold Kerzner , Frank P. Saladis , International Institute for Learning. In the traditional view of project management, if a project manager completed a project and had adhered to the triple constraints of time, cost, and performance, the project was considered a success. Today, in the eyes of the customer and the parent or sponsoring company, if a completed project did not deliver its anticipated value, it would be seen as a failure. Today's changing economic climate, marked by an increasingly competitive global environment, is driving project managers to become more business oriented.

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