Abstract
“The problem”, said the CFO of a large financial services organisation, “is that we’re spending a billion dollars a year on projects and I don’t know if we’re getting value for money”. This was something I had heard many times before. He continued, “and I’m not even sure we’re spending it on the right projects”.
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Notes
- 1.
Australian companies are referenced as these formed the basis for the research under-pinning this book, however organisations and projects in Asia, Europe and North America were also studied, with few differences found between the nature and execution of projects across any region.
- 2.
I will use Australian dollars (AUD), ‘<Footnote ID=”Fn2”><Para ID=”Par27”>I will use Australian dollars (AUD), ‘$’ from this point forward.</Para></Footnote>#x2019; from this point forward.
- 3.
The term ‘silver bullet’ has been used with projects from at least 1979, and it was popularised by Fred Brooks in his paper “No Silver Bullet – Essence and Accident in Software Engineering” published in 1986. It refers to seeking one, all-encompassing solution to what we now refer to as ‘wicked problems’.
- 4.
I will focus on projects and project success here, and in Chap. 3 expand on how success can be defined for programs and portfolios.
- 5.
The Open Group Architecture Framework (TOGAF) is a set of frameworks covering a range of architecture components, such as Business, Data, Information, Network.
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Knapp, M. (2018). It’s Time to Change the Project Model. In: Enterprise Portfolio Governance. Management for Professionals. Springer, Singapore. https://doi.org/10.1007/978-981-10-7838-5_1
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