Project Benefit Realisation and Project Management

Project Benefit Realisation and Project Management

The 6Q Governance Approach

Raymond C Young, Vedran Zerjav
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The main feature of this book will be to illustrate that there is a difference between project management success and project success. Although the traditional approach to project management has focused on considerations of time, budget and quality, this book will focus on project success understood in terms of the realisation of project benefits. Research has shown that projects very rarely succeed to realise benefits without top management support so this handbook emphasises and presents projects in the context of the needs of the top manager. It will deliver specific guidance for top managers and other stakeholders involved with projects across areas of construction, technology development, and business transformation, as well as those who find themselves in the role of the accidental project manager - those appointed to projects but with little project experience, who need to learn how to manage projects in the shortest time possible. It is concise without oversimplifying issues and does not fall into the trap of a ' one-size-fits-all' approach. It provides a number of carefully selected examples to show how concepts can be applied to different types of projects, including those in engineering and construction, information and telecommunication, and organisational change.
Raymond Young is an international authority in the area of project governance, a fellow of the Governance Institute of Australia, former director of ISACA (Sydney) and a founding member of the committee that developed the governance standards AS8016 and ISO38500. He is currently Senior Lecturer at the University of NSW - Canberra and has an adjunct position at the University of Sydney and has a decade of management consulting experience, culminating in a CIO role at Fujitsu Australia. Vedran Zerjav is a research associate at the Bartlett School of Construction and Project Management at UCL in London, focusing on business model innovation and infrastructure project management, prior to which he was involved in projects at Stanford University, University of Twente, and Vienna University of Technology. Before joining academia full-time, Vedran worked for a boutique consultancy specializing in project management for public sector clients.