Projects and programmes are approved and funded to generate benefits. Project Management for the Creation of Organisational Value proposes a complete framework that seeks to support such an objective - from project selection and definition, through execution, and beyond implementation of deliverables until benefits are secured. Because it is preoccupied with deliverables, accepted project management practice is flawed. Project Management for the Creation of Organisational Value proposes an alternative approach, which seeks a flow of target outcomes for the organisation investing in the project. Project Management for the Creation of Organisational Value provides support for all those who play a role of leadership in projects at different levels. Senior executives, practitioners and academics will find in this book a comprehensive guide to the conduct of projects and programmes, which includes robust models, a set of consistent principles, an integrated glossary, enabling tools, illustrative examples and case studies. A companion workbook to this text for instructors and students is available online at http://extras.springer.com. The workbook illustrates project management concepts using the approach presented in this book and contains a range of exercises.

Winner of 2020 PMI David I. Cleland Project Management Literature Award This book is a complete project management toolkit for project leaders in business, research and industry. Projects are approved and financed to generate benefits. Project Management: A Benefit Realisation Approach proposes a complete framework that supports this objective - from project selection and definition, through execution, and beyond implementation of deliverables until benefits are secured. The book is the first to explain the creation of organisational value by suggesting a complete, internally-consistent and theoretically rigorous benefit-focused project management methodology, supported with an analytical technique: benefit engineering. Benefit engineering offers a practical approach to the design and maintenance of an organisation's project portfolio. Building upon the authors' earlier successful book, Project Management for the Creation of Organisational Value, this comprehensively revised and expanded new book contains the addition of new chapters on project realisation. The book offers a rigorous explanation of how benefits emerge from a project. This approach is developed and strengthened - resulting in a completely client-oriented view of a project. Senior executives, practitioners, students and academics will find in this book a comprehensive guide to the conduct of projects, which includes robust models, a set of consistent principles, an integrated glossary, enabling tools, illustrative examples and case studies.

Projects and programmes are approved and funded to generate benefits. Project Management for the Creation of Organisational Value proposes a complete framework that seeks to support such an objective - from project selection and definition, through execution, and beyond implementation of deliverables until benefits are secured. Because it is preoccupied with deliverables, accepted project management practice is flawed. Project Management for the Creation of Organisational Value proposes an alternative approach, which seeks a flow of target outcomes for the organisation investing in the project. Project Management for the Creation of Organisational Value provides support for all those who play a role of leadership in projects at different levels. Senior executives, practitioners and academics will find in this book a comprehensive guide to the conduct of projects and programmes, which includes robust models, a set of consistent principles, an integrated glossary, enabling tools, illustrative examples and case studies. A companion workbook to this text for instructors and students is available online at http://extras.springer.com. The workbook illustrates project management concepts using the approach presented in this book and contains a range of exercises.

This book sheds light on the processes and cognitions used by managers to successfully implement strategies while navigating the strategy and change interface. It applies the latest thinking from the resource-based literature, in particular the idea that high performing organisations have become adept at honing and utilising value creating dynamic capabilities. Key processes and cognitions help organisational leaders sense opportunities and threats as well as shrewdly seize strategic opportunities to advantageously enhance performance. The book also adopts an institutional view; that is, it assumes that organisations must satisfy their stakeholders while navigating a range of influences, including other organisations, markets, laws, quality standards, conventions, and cultural norms. This book conceptualises corporate strategy as an amalgam of four fundamental strategies: the organisation's financial, customer value creation, resource, and non-market strategies. These strategies address the capital, product and services, and resource markets as well as various non-market institutions. Successfully integrating and implementing these four strategies allow organisations to enable their employees' multidisciplinary talents. By approaching strategy in this way, the book demonstrates why it is important to monitor changes to the organisation's strategic context and helps it identify the practices, collaborations, and projects necessary to achieve spectacular strategic change.