Abstract
I opened my book with a conversation I was having with a CFO of a major Australian bank. I asked him then if he knew what his project success rates were:
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CFO – No
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Me – I’ve been working with your PMO and they’re a little over 70%
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CFO – What do you mean?
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Me – Well, comparing the final cost and schedule performance against what was approved, about 70% of your projects are considered satisfactory
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CFO – What about benefits? How are we doing?
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Me – We don’t know; not enough divisions are tracking realised benefits
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CFO – OK, clearly this isn’t good enough. What do we need to do?
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Me – You need to change your practices
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CFO – You mean, get better at managing our projects? We spend a small fortune on training and tools, why isn’t that working?
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Me – No, when I said ‘you’, I meant you and your peers. Those taking on a governance role need to change what you’re doing.
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Knapp, M. (2018). Designing a Governance Improvement Program. In: Enterprise Portfolio Governance. Management for Professionals. Springer, Singapore. https://doi.org/10.1007/978-981-10-7838-5_12
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DOI: https://doi.org/10.1007/978-981-10-7838-5_12
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