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By James Norrie

A path of mismanaged or terminated tasks in recent times has price the North American economic climate $100 to $150 billion funds every year in misplaced productiveness and shareholders capital. regrettably, the distance among venture choice and undertaking execution is usually symptomatic of the onset of venture Fog, an all too generic enterprise scenario during which initiatives are began and stopped always; assets fall in need of the venture workload to be finished; and, after all, the whole attempt is noticeable as a failure. A consultant to sidestepping the standard dangers that regularly spell undertaking Fog, this ebook bridges the space among executives who improve process and judge what initiatives get authorized, and the undertaking managers who've to execute these tasks perfectly. It offers a roadmap in order that venture managers can accomplice with executives to align their portfolio of tasks with total enterprise procedure, making sure that things get performed correct.

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Additional info for Breaking Through the Project Fog: How Smart Organizations Achieve Success by Creating, Selecting and Executing On-Strategy Projects

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This may explain some of the confusion and fog. 21 The Importance of Being Strategic Factors in Project Selection Today Return Sponsor Cost Fit Complexity Time Location 0 50 100 150 200 250 300 350 400 450 Respondents Ranking in Top 3 The chart tells a story similar to what you may already suspect: financial returns, measured on an individual project or program basis, are the primary project selection criteria in use today. But even more interesting are the other factors that are in use. The most obviously non-strategic example of a criterion that would not likely be associated with picking strategic projects is to base the selection on who proposed the project!

This is especially true in the public sector. In fact, others have previously questioned this whole notion of the profitdriven corporation and its potential negative impacts on society, government and the environment by promoting an increased need for corporate social responsibility (CSR) among global enterprises. But where would goals related to, for instance, protecting the environment, fit into a model of project selection that is essentially profit- or return-driven? Obviously, projects like this are not going to necessarily show a positive return and so would not be highly scored in most cases by scoring models with a financial bias.

Find Strategic Balance Through Project Allocation Another critical aspect of the methodology is balance: an organization can create a sufficient portfolio of projects to ensure that its stated, measurable objectives (linked to its strategy) can likely be accomplished with the mix of projects that are being proposed. This eliminates the risk of only picking projects that execute on, for example, financial strategy but not on the other dimensions. The BSC helps identify any gaps before determining the final mix of projects in the portfolio—a powerful and more complete approach to this all-important task.

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