Projects and programs are undertaken to enable an organisation to achieve part of its strategy, usually by creating new or better ways of working. The fundamental reason any organisation chooses to undergo this type of change in its operations is to realise or create ‘value’ for some or all of its stakeholders.
Project managers are key people in this overall value chain; they create the ‘outputs’ that enable the organisation to change. If the project’s deliverables are used, the intended outcomes should be achieved and benefits realised. Finally, if the benefits support the organisations strategy, value is created. But what is value and how can this be assessed and measured?
