History repeatedly shows that hastily applied, budgeting exercises, or temporary expedients for cutting cost and schedule, typically lead to significant problems in the future.  A plethora of management processes is already available.  However, a key concern regarding some practices is the fragmented application of techniques and tools that leads to disconnects, -causing loss of value and satisfaction to organizations, their customers and other stakeholders. 

Problems can arise, because throughout the life of a program or project, there can be several diverse groups of people involved having different skills, motivation, misaligned objectives and systems, as well as varying adaptability to potential change.  Passing of the management baton is sometimes fumbled across the different stages of the program or project lifecycle.

Good governance of major expenditures requires complete clarity through a series of critical decisions for pivotal choices and beyond.  A well-structured, long-term, integrating process is required to guide prioritization, investigation & analysis, diagnosis, innovation, testing & refining, planning and overall assurance for full, and on time, benefits realization. Proper alignment of multiple perspectives and approaches, as well as probing for value and performance improvement, are required at different program and project stages. 

Simply put, we need to be sure that our major investment undertakings are “done right, first time” and at the right price. Getting on track and staying on track for the long haul is essential. 

An overall value planning, optimizing and assuring approach will be described. Discussion through varying viewpoints will be encouraged during this session.