Project Assurance

Project Assurance is a discipline that seeks to provide stakeholders with objective oversight of the likely future performance of major projects.

Organisations are under enormous pressure to deliver products and services at a faster pace of change than ever before. Governments at all levels face immense pressure to deliver public services faster and cheaper and this is increasing.

Having a rigorous approach to identifying the right projects to invest in and delivering them successfully will ensure maximum return on investment.

IBRS can help you and your organisation maximise the outcomes from project investment and increase project success. From well-prepared business cases, support through all stages of the procurement phases, effective delivery of project activities through to realising the expected benefits from project investments.

Conclusion: Inability to manage the plethora of projects cutting across most organisations can lead to failed initiatives, an inability to align ICT and business investments, a lack of confidence in the organisation's ability to innovate and even substandard operational performance - quite simply operational performance can fall because renewal projects become late or are ineffective.

The main reason that these problems occur is that business initiatives are spawned within functional hierarchies and these hierarchies tend to act like silos. Organisations that are looking to effectively balance goal based and role based work need another structure to support the governance process so that resources and initiatives can become visible to the entire organisation. This paper recommends that a project office correctly implemented can play a key role in supporting the governance of goal based activities.

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More than half of all IT projects do not deliver the expected benefits. This is a metric that CEOs do not want to hear in these days of executive dissatisfaction with IT investment performance, and it is the CIO that is called to explain.

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The company has just won the largest job in its history and you are excused for celebrating long into the night and, perhaps, over indulging slightly. However when the baroccas have kicked in, and the effects of the alcohol have worn off, reality sets in.

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IT cost recovery is an ongoing issue for CIO’s as they try to regain the cost of providing IT services to the business. As illustrated by IBRS in previous publications, while there are a number of alternative cost recovery methodologies available to organisations not all methodologies are suited to all companies. This month, I will share with you the processes we apply when back charging for IT services. The methodology we use could be considered fairly unique; I certainly have not come across any other company utilising similar techniques. While I am by no means claiming our methods are any better or worse than others, they do have the advantage of being fairly simple both to understand and to administer, and most importantly, they work for us.

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Conclusion: Business managers, who sponsor major Business Solutions implementations, need to be identifying what they have to do to succeed and develop plans that will make success a reality. Focusing on the Right Things Starts with Astute Planning

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Conclusion: When faced with proposals requesting investment in Business Solutions in an environment in which demand exceed available resources, firms need to develop and apply an IAC (Investment Allocation Criteria) to help them prioritise and rank the competing proposals.

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Conclusion: Successful projects are analogous to freshly cooked puddings in that they not only have to smell nice when taken out of the oven but also excel when tasted to earn the praise of the client. Or to put it in simple terms a successful project is one that has helped the firm to realise the expected business outcomes.

To increase the probability of firms implementing successful projects senior managers must, at a minimum:

  • Identify staff with potential to handle the political as well as the technical arena of projects and a) give them training in project management disciplines as well as b) negotiation and influencing techniques

  • Implement the initiatives described below, monitor their outcomes and ensure the lessons learned in both technical and political arena are widely disseminated

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Conclusion: CIOs, because they have a cross enterprise perspective, are ideally positioned to champion the institutionalising of benefits management practices and demonstrate how to do it by corroborating the benefits from IT Infrastructure investment.

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