Value Management: Translating Aspirations into Performance
Gower Publishing, Ltd., Sep 28, 2012 - Business & Economics - 316 pages
Change programmes in both private and public sectors have a poor record of delivering their intended value. The reasons given most often for their failure include lack of executive support or buy-in from key users, loose requirements definition, weak programme management, and plain wishful thinking. They rarely include technical limitations.
Value Management puts forward the view that the true problem lies in failing to understand the causal links between the intended stakeholder outcomes and the actual programme outputs. Repeating the pattern of failure can be avoided by asking two questions:
– Before implementation, what capabilities must a change programme deliver, when and in what order so as to cause intended value against a defined purpose with speed and certainty?
and two answers to be given:
The authors show how, by asking and answering these questions, direction and delivery of any programme can be clarified and greater economic value achieved.
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Value Management: Translating Aspirations Into Performance
Roger H. Davies,Adam J. Davies
Limited preview - 2011