Comments on: Do You Track Project Outcomes? http://www.jrothman.com/blog/mpd/2009/11/do-you-track-project-outcomes.html Management, especially good management, is hard to do. This blog is for people who want to think about how they manage people, projects, and risk. Fri, 18 May 2012 15:02:36 +0000 hourly 1 http://wordpress.org/?v=3.3.2 By: Anonymous http://www.jrothman.com/blog/mpd/2009/11/do-you-track-project-outcomes.html/comment-page-1#comment-63753 Anonymous Thu, 17 Dec 2009 16:53:34 +0000 http://jrothman.com/blog/mpd/?p=8918#comment-63753 <strong>Managing Product Development » Do You Track Project Outcomes?...</strong> Managing Product Development » Do You Track Project Outcomes?... Managing Product Development » Do You Track Project Outcomes?…

Managing Product Development » Do You Track Project Outcomes?…

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]]> By: www.webbiru.com http://www.jrothman.com/blog/mpd/2009/11/do-you-track-project-outcomes.html/comment-page-1#comment-62693 www.webbiru.com Thu, 03 Dec 2009 16:48:23 +0000 http://jrothman.com/blog/mpd/?p=8918#comment-62693 <strong>Managing Product Development » Do You Track Project Outcomes?...</strong> Managing Product Development » Do You Track Project Outcomes?... Managing Product Development » Do You Track Project Outcomes?…

Managing Product Development » Do You Track Project Outcomes?…

]]> By: Claude Emond http://www.jrothman.com/blog/mpd/2009/11/do-you-track-project-outcomes.html/comment-page-1#comment-62484 Claude Emond Tue, 01 Dec 2009 08:29:39 +0000 http://jrothman.com/blog/mpd/?p=8918#comment-62484 Hello Johanna. Outcomes (benefits materialization) tracking is very badly done if done at all in most organizations I know. I am just working now with many customers on including outcome tracking in their portfolio management process. This is something I myself overlooked when I co-authored PMI first 'Standard for portfolio management' (the 1st edition in 2006....they did same overlook in 2nd edition in 2008). Benefits realization was not considered as a sub-process of the portfolio management process because it was happening after the projects (well not in agile timeboxed projects, i know, but many projects do not give you much benefits unless the product is completed...an airplane without wings is not very reliable hehe). The problem, when we wrote the standard, was thinking that portfolio management was a project management process. It is not. It is an operational process that has to be integrated with other operational processes and overall organizational capacity management. Finally the PMI PMBoK does not do well taking care of final outcomes tracking. The notion of tracking project benefits once the deliverables are transfered is given lip service there. Typical 'traditional' project approaches are more concerned about the WHAT and HOW (the solution) than about the WHY (a usable solution meeting the intention behing the project). I wrote on that not long ago ( http://www.projecttimes.com/blogs/surviving-the-project-age/446-qwhy-managementq-the-ultimate-knowledge-area-.html ), talking about the need to add a new knowledge area in the PMBoK caring for the WHY, not only after the project, but planning for its maximization during the project. So to answer Mark....'basically, almost no one does it'. Still unchartered territory. Amazing, isn't it ? Claude Hello Johanna.

Outcomes (benefits materialization) tracking is very badly done if done at all in most organizations I know.

I am just working now with many customers on including outcome tracking in their portfolio management process. This is something I myself overlooked when I co-authored PMI first ‘Standard for portfolio management’ (the 1st edition in 2006….they did same overlook in 2nd edition in 2008).

Benefits realization was not considered as a sub-process of the portfolio management process because it was happening after the projects (well not in agile timeboxed projects, i know, but many projects do not give you much benefits unless the product is completed…an airplane without wings is not very reliable hehe).

The problem, when we wrote the standard, was thinking that portfolio management was a project management process. It is not. It is an operational process that has to be integrated with other operational processes and overall organizational capacity management.

Finally the PMI PMBoK does not do well taking care of final outcomes tracking. The notion of tracking project benefits once the deliverables are transfered is given lip service there. Typical ‘traditional’ project approaches are more concerned about the WHAT and HOW (the solution) than about the WHY (a usable solution meeting the intention behing the project). I wrote on that not long ago ( http://www.projecttimes.com/blogs/surviving-the-project-age/446-qwhy-managementq-the-ultimate-knowledge-area-.html ), talking about the need to add a new knowledge area in the PMBoK caring for the WHY, not only after the project, but planning for its maximization during the project.

So to answer Mark….’basically, almost no one does it’. Still unchartered territory. Amazing, isn’t it ?

Claude

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