The Right Projects

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Copyright 2007 David Hinks

The Right ProjectsTM

2nd Edition

How to Select and PrioritiseProjects that Really DriveStrategy

David Hinks (PhD)


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Copyright 2007 David Hinks.

The Right ProjectsTM reference guide is the outcome of a

five year investigation into best-practice projectprioritisation. It has been written to help define and

communicate the principles of project selection and

prioritisation. Users are encouraged to provide feedback tothe author at [email protected]


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Strategy Poor P rojects

"Many companies are harbouring strategically redundantprojects potentially costing millions of dollars per annumbecause they fail to effectively quantify project value. It'sthe age old story of trying to pick winners but not

understanding how they fit into the business as a whole.

A recent investigation has revealed that in many

organisations, project redundancy rates are in excess of20%. Project prioritisation is fast gaining recognition as ameans by which executives can differentiate between highand low value projects.

The Boardroom Report, Vol 2, Issue 19, November 2004.


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1 FOREWORD ........................................................... 6 2 OVERVI EW .......................................................... 10 2.1 Purpose of this Guide.............................................102.2 Scope ..................................................................102.3 Audience..............................................................102.4 Sponsors..............................................................11 2.5 Reporting .............................................................112.6 Guide Maintenance................................................112.7 Disclaimer ............................................................113 WHY PROJECT PRIORITISATION? ....................... 12 3.1 Project Redundancy...............................................123.2 A Common Issue................................................... 123.3 The Impact...........................................................144 METHODOLOGY ................................................... 16 4.1 Introduction .........................................................164.2 Strategy Life Cycle ................................................164.3 The Right ProjectsTM - Process Overview...................174.3.1 Create SMART Goals................................................... 194.3.2 Define Scope of Review............................................... 204.3.3 Determine Project ROI................................................ 214.3.4 Assess Probability of Success ....................................... 224.3.5 Finalise Project Priorities ............................................. 235 BENEFITS ............................................................ 24 5.1 Introduction .........................................................245.2 Generate Great Project Ideas..................................245.3 Align Strategic Efforts ............................................245.4 Drive Strategy ......................................................255.5 Fewer Business Cases ............................................255.6 Reduce Project Spend ............................................265.7 Increased Likelihood of Project Success ...................265.8 Balance your Investment Appraisal Approach............27


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6 AP PENDICES ....................................................... 28 6.1 Workpapers..........................................................286.1.1 Common Industry Goals (Sales and Marketing) .............. 286.1.2 Common Industry Goals (Operations) ........................... 296.1.3 Common Industry Goals (Finance)................................ 306.1.4 Goal Summary Form................................................... 316.1.5 Sign-Off Form............................................................ 326.1.6 Project Summary Form ............................................... 336.1.7 Portfolio Summary Form ............................................. 356.2 Glossary...............................................................36


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1 ForewordIn the majority of organisations, projects are generally

recognised as the primary vehicle through which strategyand change are delivered. Any change in the direction orgoals of an organisation cannot be readily achievedwithout the selection and successful implementation ofprojects that provide the necessary effect or benefit.

It is the management and delivery of project benefit which

represents the primary objective for project managers how can a projects optimum benefit be delivered withincost and time constraints? (Figure 1)

Figure 1: Triple P roject Constraints

Over the past few decades, a lot of thought has beenbrought to this issue. Project management methodologieshave evolved (and continue to evolve) to meet thechallenges of deriving benefit from projects of increasingcomplexity. In their desire to maximise return on project

spend, organisations have invested significant amounts oftime and money in embedding these methodologies.

TimeCost

Benefit


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However, whilst project management methodologies willoften improve the probability of project success, they donot allow for the comparison of the benefits of distinct

projects (i.e. how to prioritise projects.) The net effect isthat many organisations struggle when it comes to

selecting one project over another and may well beimplementing low value projects. The best projectmanagers will deliver little true benefit if they are workingon low value projects.

With project approval rates often exceeding the rate of

completion, management are under increasing pressure todeliver more with less. In an attempt to resolve thisissue, attention is now focussing on how to differentiatebetween high and low value projects.

Contained within this guide is a methodology whichattempts to highlight the principles of project selectionand prioritisation. It begins with a structured analysis ofcommon industry goals as a basis for the creation of a

balanced set of strategic objectives.

One of the guides key aims is to highlight the rewardsthat can be realised through the unlocking of anorganisations project ideas potential. It is often the casethat projects ideas are conceived by senior management

with little input from the wider organisation. We believethat by harnessing the collective knowledge of an

organisation, the quality and applicability of project-ideaswill increase significantly.

With a series of project-ideas to select from, the guidethen goes on to introduce a framework through whichindividual projects can be valued based upon their

contribution to goals.


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The guide then aims to bring focus to determining theprobability of project success as not all high value projectswill necessarily be the preferred option for the

organisation.

As you create and prioritise your project lists, it isimportant to keep asking yourself the following questions:

How can we make use of the collective knowledge ofour organisation to come up with better project ideas?;

How do we differentiate between high and low valueprojects?

How do we better understand which projects ourorganisation is capable of delivering?

How do we ensure that all goals can be realisedthrough the projects we decide to undertake?; and How can we prevent our project list expanding to the

point that resources become overstretched?

These are big questions facing all organisations and it isimportant that consideration be given to each. It is only

through the development of a structured approach toproject selection and prioritisation that an organisation willtruly start to find workable answers.


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In writing this guide, it was never an objective to providea failsafe means by which projects can be prioritised.Projects by their very nature are one-off exercises and

tend to bring with them much that is unknown at theiroutset. It is this unknown that makes assessing and

comparing project value so difficult. What we do hope todemonstrate, however, is a structured approach throughwhich the reader can gain an understanding of the keyprinciples of project selection and prioritisation. Deliveringprojects is all well and good, but only if you are deliveringThe Right Projects TM.


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2 OverviewThe Right ProjectsTM has been written to provide a

framework for the development of project prioritisationmethodologies. This section outlines the purpose andscope of the guide, its intended audience and includesconsiderations for reporting.

2 .1 Purpose o f t h is Gu ide The primary purpose ofThe Right ProjectsTM is to enable a

standard and practical approach to the development ofproject prioritisation methodologies.

2 .2 ScopeThe Right ProjectsTM provides an introduction to the topicof project prioritisation and the reasons for its importanceas a management discipline.

It contains practical guidelines to facilitate thedevelopment of project prioritisation methodologies andincludes detailed information on the benefits likely to berealised through the correct application of suchmethodologies.

2 .3 Aud ience The Right ProjectsTM is intended for use by senior

management and experienced program managersplanning for major change initiatives. Users shouldtypically have practical experience in organisationalchange and in the delivery of strategy.


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2 .4 Sponsors Typical sponsors for project prioritisation include anyone

with; responsibility for the delivery of multiple projects, anappropriate budget and the authority to resolve potentialdisagreement amongst project sponsors.

2 .5 Repor t i ng It is important that all stakeholders appreciate that businessstrategy is dynamic and that established project prioritiesmay change over time.

2 .6 Guide Ma in t enanceThe Right ProjectsTM will be updated periodically with

controlled releases of revised material being issued viaselected knowledge databases.

2 .7 Disc la imer This document is for reference purposes only and the authorundertakes no responsibility in any way, in respect of the

information set out in this report, including any errors oromissions therein arising, however caused.


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3 Why Project Prioritisation?3 .1 Pro ject RedundancyThere is a trend for organisations to define long term

strategies to position themselves to achieve a desiredgoal. Business plans (project portfolios and programs) arethen developed to direct the implementation of thesestrategies.

However, because business directions change, there is a

definite need to revisit and revise these plans. If this isnot carried out, projects can become misaligned tostrategy (redundant) as business directions change overtime.

3 .2 A Comm on I ssue In 2003, Caritas undertook an investigation into the levelsof project redundancy within a sample of large

organisations across Australia. Participants includedexecutives from 57 companies selected from publishedTop-200 listings.

Each participant was asked to estimate the percentage oftotal projects within their business not making aclear anddirect contribution to an existing business goal. Their

responses are presented in Figure 3.1.


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Figure 3.1: Pro ject Redundancy Rates

0%

20%

40%

60%

80%

100%

Respondents

20%

Redundancy

It is evident from these results that project redundancy isbelieved to be a common issue within participatingorganisations.

Of the executives surveyed:

79% estimated that project redundancy in theirorganisations was over 10%; with

28% believing that project redundancy was likely to be inexcess of 20% (i.e. 1 in 5 of their projects did not

contribute towards a business goal.)

It is believed that these results are representative of the

situation within large organisations across Australia.


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3 .3 Th e I m p a c t During the course of this investigation, participants were

asked to comment on what they believed were the threemain impacts of project redundancy within theirorganisations. Their responses are summarised in Figure3.2.

Figure 3.2: Impact of Project Redundancy

0%

20%

40%

60%

80%

100%

Respond

ents

Overstretched

Resources

Missed Goals Unnecessary

Spend

Impact

It is evident from Figure 3.2 that project redundancy isviewed by many as having a number of negative impacts.

Given the amount time and money that organisationsinvest in projects, it was generally believed thatredundant projects placed a significant andunnecessary burden on resources.


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Similarly, it was also felt that redundant projects,detracted efforts from high value initiatives therebyimpeding the strategic drive of the organisation and

ultimately impacting its ability to meet goals.

Thirdly, redundant projects were deemed to have aserious financial impact. For most large organisations,project spend can amount to millions of dollars per

annum. If the majority of these have projectredundancy rates of between 10% and 20% (Figure3.1) it would appear that significant sums of money

are being spent unnecessarily.

The application of a robust project prioritisation

methodology represents one of the simplest and most

effective means by which an organisation can addressthese issues.


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4 Methodology4 .1 I n t r o d u c t i o n This section ofThe Right ProjectsTM describes how project

prioritisation relates to wider strategy definition anddelivery activities. It includes a detailed process to enablethe practitioner to tailor a project prioritisation frameworkto support their own business goals.

4 .2 Str a tegy L i fe Cyc le The Strategy Life Cycle (Figure 4.1) illustrates the mainphases of strategy from definition to delivery. The initialphase [Define] is concerned with the setting of anorganisations strategy. The second phase [Drive] is theselection and prioritisation of projects that take theorganisation towards those goals. The final phase[Deliver] is the day-to-day management of projects and

their benefits.

Figure 4.1: Strategy Life Cycle

2Drive

3Deliver

1Define


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The Right ProjectsTM methodology is a five-step processthat brings greater focus and control around the secondphase activities (driving strategy.)

4 .3 The Righ t Pro jects TM - Process Over viewIn The Right ProjectsTM, every project (or its key benefit)must make a clear contribution to an organisational goal.Figure 4.2 illustrates this point. A project may contributeto one or more goals (e.g. projects A and B.) A projectthat does not contribute to any goals is termed redundant(project C.)

Figure 4 .2: Strategy - Pro ject Link

Figure 4.3 (overleaf) highlights the key phases involved inproject prioritisation. Detailed process flowchartsdescribing the key activities within each phase are also

provided. Each flowchart is made up of three columnsshowing a process Input, Action and Output. A writtendescription of the process is also included, in addition totemplates of the standard workpapers (highlighted inblue) which can be found in the appendix.

Benefit A2

Project BProject A

Goal1

Goal2

Benefit A1 Benefit B

Project C


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Figure 4.3: Key Phases of Project Prioritisa tion

Define

SetStrategy

Drive 1

CreateSMARTGoals

Drive 2

DefineScope ofReview

Drive 3

DetermineProject

ROI Score

Flowchart

1

Flowchart

2

Flowchart

3

Flo


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4.3.1 Create SMART Goals

Strategy

CommonIndustry

Goals

1.1Create

SMART Goals

GoalSummary

Form

1.2Weight

SMART Goals

1.3Sign-Off

GoalSummary

Form

Sign-OffForm

Phase2

Input Action Output

When prioritising projects, the fcriteria (i.e. what the projects aprojects will be prioritised againgoals SMART, we create a situacontribution of each project. TIndustry Goal tables which cagoals should be recorded on the

Not all goals will be of equal im

and to facilitate the developmeeach goal should be allocated avalue. Weightings should be re

The selection and weighting of subsequent project prioritisatiowork, complete the Sign-Off Fweightings (Appendix 6.1.5).


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4.3.2 Define Scope of Review

2.1CommunicateSMART Goals

2.2Create Great

Project Ideas

ProjectSummary

Form

Input Action Output

In any organisation, communicespecially true when attemptingorganisation towards a desired ProjectsTM recommends that sknowledge of their entire organthose which can be communicaopportunity to suggest projectsprojects from which to select.

If project prioritisation is to be first be reached on what qualififinite piece of work which is una stated benefit (Buttrick, R. selected definition as it will gov

The names of each project (or separate Project Summary Foof a project reference number a

It is recommended that the spo2) indicating their approval of treview.

2.3Define Scope

of Review

2.4Sign-Off

Sign-Off

Form

GoalSummary

Form

Phase3


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4.3.3 Determine Pro ject ROI Score

3.1DetermineValue Score

3.2DetermineROI Score

ProjectSummary

Form

Input Action Output

Each project (or project-idea) sand assigned a score based upoProject Summary Form (Appeof the scores awarded against ebe entered into the Project Su

Note 1: All compliance projectsthat deliver to a legal requiremeare implemented).

Note 2: It is preferable at this with the key project sponsors acan be voted out and the final s

With project Value Scores deterReturn-On-Investment (ROI ScoThis figure provides a strong bathe Project Summary Form

It is recommended that the spo3) indicating their approval of th3.3

Sign-Off

Sign-OffForm

BusinessCase

GoalSummary

Form

ProjectSummary

Form

Phase4


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4.3.4 Assess Probability of Success


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4.3.5 Finalise Pro ject Prio rities

5.1Map

Dependencies

5.3FinaliseProject

Priorities

ProjectSummary

Form

End

Input Action Output

Before any final prioritisation of pestablished. A low value project and so may have to be implemenentered into the Project Summa

Not all projects will need to be imand anticipated duration of each implementation of projects over t

Data from all the Project SummSummary Form (Appendix 6.1.7prioritise projects based upon ke(2) ROI score, (3) probability of s

The project prioritisation processthe sponsor.5.4

Sign-Off

Sign-OffForm

ProjectSummary

Form

5.2Determine

Project

Urgency

ProjectSummary

Form


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5 Benefits5 .1 I n t r o d u c t i o n The Right ProjectsTM is a structured process through which

organisations can develop project prioritisationmethodologies. Application of such methodologies canyield a number of significant benefits.

5 .2 Genera te Grea t Pro j ect I deasThe Right ProjectsTM encourages a culture of openness

around the development of project-ideas. Bycommunicating the desired goals throughout anorganisation and empowering all staff (not just seniormanagement,) to come up with project-ideas, anorganisation stands well positioned to harness thecollective group knowledge and identify opportunities forprojects that may otherwise be overlooked.

5 .3 Al ign St r a teg ic Ef fo r ts One of the key issues for any organisation seeking toprioritise a list of projects is the removal of individual biasover perceived project value and the subsequent reachingof agreement over project priorities. At the very heart ofthis issue lies the Key Performance Indicator (KPI.)

Whilst there can be little doubt that KPIs play animportant role in focussing effort, their presence can also

be the source of diverging viewpoints over project value a project which delivers an operational benefit will bedeemed of greater importance by an operations executivethan by a marketing executive and vice versa.


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The Right ProjectsTM promotes open forum discussion andtransparency around the assessment of project value. Itcan help individuals with differing goals to reach

agreement over project priorities.

5 .4 Dr ive S t ra tegy Insufficient project resources are often considered acontributing factor when organisations fail to meet theirgoals (Figure 3.2.)

The Right ProjectsTM allows for the assessment and directcomparison of project values. By reallocating resources to

projects of highest value, organisations should be betterpositioned to drive strategy and realise their goals.

5 .5 Few er Busin ess CasesThe cost of completing a comprehensive project businesscase is often a significant proportion of the totalinvestment in the project. With many business cases

failing to gain final approval, it becomes evident thatsignificant savings can be realised through an improved

upfront (pre-business case) analysis of anticipated projectvalue.

The Right ProjectsTM can help with the identification of lowvalue project proposals prior to the development of full

business cases.


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5 .6 Reduce Pro ject SpendChanging goals will often lead to the viability of projects

decreasing over time (section 3.1.) For example, abusiness in a growth phase will employ different projectsfrom one in a period of consolidation.

Periodical project prioritisation can help to spring-clean aproject portfolio through the identification of projects thatno longer add value to the existing strategy.

5 .7 I ncreased Like l ihood o f Pro ject SuccessGiven the complexities of todays projects, it is notsurprising to learn that project failure is a commonoccurrence. The underlying causes of this failure are often

attributed to either:

a lack of appreciation over project complexity; or insufficient delivery capabilities of the organisation

attempting to implement it.

The Right ProjectsTM brings increased focus to determiningthe probability of project success. Consideration ofproject complexity and the organisations delivery

capabilities provides an indication of the possibility of eachindividual project delivering the anticipated benefit.Armed with this information, an organisation is less likely

to embark upon a project which it cannot realisticallydeliver.


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5 .8 Balance you r I nves tm en t App ra i sa l App roach Traditional investment appraisal techniques have tended

to focus upon short-term financial returns as anassessment of project value. When used in isolation,these approaches often fail to recognise that projects canoffer wider (non-financial) benefits.

The Right ProjectsTM allows a number of investmentappraisal criteria to be used simultaneously to create amuch stronger final ROI figure. In this way, a more

holistic approach to investment analysis is created, givingeach project a ROI score that reflects its true worth to theorganisation.


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6 Appendices6 .1 Workpape rs

6.1.1 Common Industry Goals (Sales and Marketing)

Focus Goal

Business

Services

Communi-

cations

Market Share Growth

Customer Acquisition

Customer Retention

Business from Competitors

Market Share

Customer Profitability

Increase in Market Awareness

Excess CapacityRevenue

Sales Growth

Sales from New Products

DifferentiationMarket Development

Sales from New Markets

Customer Net Present Value

Profit Growth

Errors in Customer DatabaseProfit

% Sales from Proprietary Products


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6.1.2 Common Industry Goals (Operations)

Focus Goal

Business

Services

Communi-

cations

Time to Introduce Products

Delivery TimeSpeed

Production Flexibility

Process Errors

Break-Even Time

Standard Cost

Budget and Variance

Machine Efficiency

Labour Efficiency

Capacity Utilisation

Raw Material Cost

Profit per Employee

Rightsizing

Excess Capacity

Cost

Wastage per Sale

Cost per Output Grade

Service Performance

Warranty Cost

% Repeat Business

Customer Down Time

Quality

% Returns


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6.1.3 Common Industry Goals (Finance)

Focus Goal

Business

Services

Communi-

cations

Gearing Ratio

Share Price

Dividend Payment

Shareholder value

Price to Earnings Ratio

Revenue Growth

Customer Growth

Operating Cash-flow

Growth in Operating Income

Revenue

Debtor Days

Gross Margin

Profit RatioProfit

Sales on Credit

Capacity Utilisation

Variance from Budget

Return on Capital Expended

Payback Period

Internal Rate of Return

Net Present Value

Return on Investment

Asset Utilisation


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6.1.4 Goal Summary Form

Phase-1 Data

Ref SMART Goal

A

B

C

D

G

H


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6.1.5 Sign-Off Form

Phase Statement Signature

1 I have reviewed the GoalSummary Form and confirm thatall goals have been accounted for

and are appropriately weighted.

2 I have reviewed Project

Summary Forms and confirmacceptance of the list of projectsfor prioritisation.

3 I have reviewed the ProjectSummary Forms and confirmthat I accept the ROI Scores asbeing accurate.

4 I have reviewed the ProjectSummary Forms and confirmthat I accept the probabilities of

success figures as being accurate.

5 I have reviewed the PortfolioSummary Form and confirm that

I accept the outcome ofThe RightProjectsTM prioritisation process.


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6.1.6 Pro ject Summary Form

Phase-2 Data

Ref Project Name Sponsor

Phase-3 Data

Goal Weight 0 2 5 10 Total

A

B

C

D

E

Value Score

Benefit Score Descriptions

0 2 5 10

Project makes

no contribution

to goal orobjective.

Project makes

minor

contribution togoal or

objective but

will not

significantlyaffect the

outcome.

Project adds

significant

value to goal orobjective.

Realisation ofgoal or

objective may

be delayed orcompromised if

project not

completed.

Project is

essential for

realisation ofgoal or

objective.

The goal or

objective will

not be realisedif the project is

not completed

Phase-3 Data

Cost Value Score ROI Score


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Phase-4 Data

Complexity Capability Prob of Success

Project Complexity and Capability Descriptions

1 2 3 4

Complexity Simple S-forward Challenging V-Complex

Capability None Basic Some Experienced

Probability of Project Success

0

0.2

0.4

0.6

0.8

1

1 2 3 4

Project Complexity

Probability

ofSuccess

Capability 1

Capability 2

Capability 3

Capability 4

Phase-5 Data

Precedes Follows Deadline Duration


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6.1.7 Por tfolio Summary Form

6.1.Phase 2Data

Phase 3Data

Ref Project TitleComp-liance

ValueScore

Cost

1

2

3

4

5

6

7

8

9

10


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6 .2 GlossaryAsset Utilisation Managing an organisations assets to

optimise a return on their investment.

BenefitsRealisation

The process of managing the delivery ofanticipated project benefits.

Break-Even Time The time taken to reach a level of activityat which investment costs are recouped.

Business Case A document detailing the anticipated

primary business benefits of an investment.

Business Goals A series of business strategies againstwhich future efforts will be aligned.

Business Plan A high-level plan detailing how thecompany will achieve its goals.

Business Process A procedure or methodology by which abusiness function is performed.

CapacityUtilisation

The task of managing an organisationsproduction capacity to optimise a return.

Cost per OutputGrade

A measure of cost against product orservice quality.

Customer NetPresent Value

The present value of the expected futurecash flows of a customer minus the

associated costs.

Debtor Days A measure of outstanding monies owed bycustomers.


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Delivery Time The time taken to deliver the goods orservices to the customer after an order hasbeen received.

Differentiation To differentiate the companys brand,products or services from its competitors.

Duplicate Projects Two projects that offer the same (or asimilar) business benefit.

Economic ValueAdded

EVA is determined by subtracting fromtotal income, the sum of the cost of

capital, multiplied by the investedcapital.

Flowchart A visual representation of a businessprocess detailing process inputs, actions

and outputs.

Gearing Ratio The relationship between long termliabilities and capital employed.

Gross Margin Gross profit divided by sales, which is equalto each sales dollar left over after payingfor the cost of goods sold.

Inter-Dependencies

The relationship between projects.Mapping project dependencies can help

when scheduling.

Internal Rate of

Return

Ratios that are designed to measure the

profitability of the company in relation tovarious measures of the internally investedfunds.

IT Strategy A high-level plan detailing how InformationTechnology will help the business to meetits strategic goals.


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KPI Pre-determined measure of businessperformance. Often referred to as KeyPerformance Indicator.

Methodology A standardised, documented approach tothe delivery of a business function oroutput.

Payback Period The time required by a project to recoverits initial financial investment.

Post

ImplementationReview

A formal review following the completion of

a project. Determines whether the projecthas met with its original objectives.

Profit Ratio Net profit after taxes divided by sales for agiven 12-month period, expressed as a

percentage.

Process Errors An error in a business process that resultsin the process output being compromised.

ProductionFlexibility

The ability of operations to accommodateshort-term changes in the level of demandfor a product or service.

Project A finite piece of work which is undertakenwithin cost and time constraints to achieve

a stated business benefit (Buttrick, R.2000)

Project Benefit The business benefits offered by thesuccessful implementation of a project.

ProjectManagement

The day to day planning, organising,managing and controlling of organisationalresources to deliver a pre-agreed projectbenefit.


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Project Office The central business function responsiblefor assembling, co-ordinating, tracking,monitoring, maintaining and distributing

project related information.

Project Plan A document of the activities, timings andresources required to achieve a projectsobjectives.

Project Portfolio A collection of projects (often related bytheir contribution to a specified businessobjective)

ProjectPrioritisation

A front end approach to strategy deliverywhich focuses on the identification ofprojects that make the greatestcontribution to business goals.

ProgramManagement

A collection of change actions (projects andoperational activities) that when combined,allow the business to realise a strategicobjective.

Redundant Project A project which holds little or no strategicvalue - the project benefits are not aligned

to the existing goals of the business.Project redundancy normally occurs as aresult of a change in strategic direction. Itsfrequency will normally increase over time.

Reprocessing The act of repeating a failed business

process. In todays technology centricbusinesses, reprocessing will often requiremanual intervention.

Risk A measure of the consequence andlikelihood of an event occurring.


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Risk Management The process, through which risks areidentified, evaluated and treated.

ROI A measure of the value of a businessinvestment. Also referred to as Return onInvestment.

SMART Measures Specific, Measurable, Actionable, Realisticand Time-bound) measures

Standard Cost The cost to product one unit of product.

Strategic Value A holistic measure of a projectscontribution to a set of pre-defined goals.

Strategy LifeCycle

A three-phased approach to themanagement (define, drive and deliver) of

business strategy. Project Prioritisationhelps an organisation to drive its businessstrategy.

Weighted Goal A goal that has been numerically weightedto differentiate its relative importance tothe overall strategy of the business.

Documents

The Right Projects