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The direct value of project management is difficult to quantify as the value is secondary. Therefore, the initial reply to such a question should focus on helping the executive understand the business case for the project he thinks is in trouble. If this is non-existent, or very difficult to quantify, the advice should be to stop the project. For some projects, such quantification is fairly easy. If the project in question is a cost reduction project, the value of the project is driven by the size and timing of the savings to be implemented.
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