Harvesting Project Value – Parts 1 and 2 (of 2)


This is a two-part post from my blog on ProjectManagement.com (People, Planet, Profits, and Projects) that builds on some recent PM thought leadership by Dr. Harold Kerzner.

Part 1:


Part 1 gives the background of the topic of Benefits Realization Management and the solid connection between that and the element of triple-bottom-line, long-term thinking.  It;s the setup for Part 2 – Project Value Assessment.

Part 2:


In Part 2, I extend this concept as Dr. Kerzner did in his presentation (regarding Project Management 3.0) to the idea of ‘project value’, presenting some specific thinking in the area of decision making and scoring of projects based not only on their immediate deliverables but how they deliver value on a sustained basis, and will consider “harvesting” of project value.

How To Read Like A Project Leader

Just a short note today…I suppose you could call it an ‘opinion piece’.

I just read this terrific article from Harvard Business Review regarding the neuroscience of trust – the sort of ‘chemical‘ aspects of what we as project managers know as the Tuckman Model (Form, Storm, Norm, Perform, Adjourn).

I think if we read the article with our PM “hats” on and realize that, as a PM, we are the “mini-CEO” of a temporary organization, we can get more from such articles, this one in particular.

Here is how I advise that you do it.  Take a look at one chunk of text from the article below (grey italics), then look a the re-written text in blue italics.  Read the whole article this way – I think it will mean more to you.


“… building a culture of trust is what makes a meaningful difference. Employees in high-trust organizations are more productive, have more energy at work, collaborate better with their colleagues, and stay with their employers longer than people working at low-trust companies. They also suffer less chronic stress and are happier with their lives, and these factors fuel stronger performance.”

“… building a culture of trust is what makes a meaningful difference. Employees in high-trust project teams are more productive, contribute more energy to the project, collaborate better with their project team members, and stay focused more attentively on the project goals than people working in similar project teams without this level of trust. They also suffer less stress and are happier with their jobs, and these factors fuel stronger project performance and greater likelihood of the project meeting its objectives.”

I will also boldly assert that you can read ALL business articles meant for ‘business leaders’ this way.  The fundamental mindshift you can (and should, in my opinion) make, is from project manager to project leader.  Reading in this way will help!