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Other Directories, Comparisons, Research 2004 Enterprise Project Management & PSA (August) Return on Investment: ...

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Summary of Reports

 Agresso

 Atlantic Global

 Business Engine

 ChangeDirector

 Maconomy

 Optim8

 Primavera

 SharpOWL

 TCL

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version of the full report


Management Briefings



 Market Overview & Analysis | Part 2 | Part 3

 Expert Opinion: Nigel Bagley of Bsquared Consulting

 View from the Top: Yorkshire Water | Part 2

 Portfolio Management: Capgemini's Gary Luton | Part 2

 Round Table | Part 2 | Part 3

 Return on Investment: Gerald Bradley of Sigma | Part 2

 Lean Techniques: Paul Naybor and Kevin Daly of PMProfessional Learning | Part 2 | Part 3

 PSA Future: Clive Hughes of Phusis | Part 2

 IT Project Management: INDECO's Pete Harpum and Peter Morris | Part 2

Gerald Bradley of Sigma shows how companies can ensure they get the most out of major change projects and programmes.

Projected benefits - Part 1 | Part 2

The goal for any investment in business change must be to achieve the optimum return, relative to outlay and risk. Irrespective of whether this goal is expressed in financial or non-financial terms, it should be ‘SMART’ – Specific, Measurable, Achievable, Realistic and Timely.

Yet current project and programme performance falls far short of this ideal.

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Other Directories, Comparisons, Research 2004 Enterprise Project Management & PSA (August) Return on Investment: ...

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