Earned Value Management is not a new concept -- it's been around, but often not properly implemented, since the 1950s.
I took my daughter to see the film Avatar the other day. In some ways it’s a predictable film, given the director. His film Titanic was about how much happier the poor are, dancing round their fire - I ask you? A fire on a transatlantic liner? Whereas the rich are portrayed as nasty and with petty problems.
Avatar is about how much happier people are when they live in harmony with the forest, than the “other” people constantly chasing money.
Key performance indicators (KPI), targets by another word, seem to be here to stay.
Curtis grew up in the Hood (South Queens), and quickly learnt that taking the short term view and trying to avoid the thing you fear, gets you that very thing. As a kid he feared violence, but if you show fear in the Hood you get beat up, so he learnt to confront violence, even to invite it (“the first time someone confronts you with a gun, you are very frightened. The second, you learn to cope. By the third, if you haven’t learned to be bold you’re dead, man”.)
How to prepare a benefits realisation plan (BRP) and how it supports project management and performance management, with the main and most useful resources
Benefits Planning is much more than just filling in a template - besides, who's template do you complete?
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John Thorp's book "the information paradox" is probably the foundation on which future benefits realisation has been based. Although it is based around IT projects (notoriously, with a 70% "failure" rate), there is much that can be applied to all environments.
The Demos report "measuring social value: the gap between policy and practice" asks a very important question 'is there a standard method of measuring SROI?'.
The answer is: that depends.
When planning a new project, or evaluating whether an existing service has been successful, financial success is often the only thing that gets counted.