Value management : translating aspirations into performance / Roger H. Davies and Adam J. Davies.
نوع المادة : نصالناشر:Farnham, Surrey ; Burlington, VT : Gower, [2011]تاريخ حقوق النشر: copyright 2011وصف:xxxix, 274 pages : illustrations ; 26 cmنوع المحتوى:- text
- unmediated
- volume
- 9781409409557 (hbk)
- 1409409554 (hbk)
- 9781409409564
- 1409409562
- HD70.G7 D38 2011
نوع المادة | المكتبة الحالية | رقم الطلب | رقم النسخة | حالة | تاريخ الإستحقاق | الباركود | |
---|---|---|---|---|---|---|---|
كتاب | UAE Federation Library | مكتبة اتحاد الإمارات General Collection | المجموعات العامة | HD70.G7 D38 2011 (إستعراض الرف(يفتح أدناه)) | C.1 | Library Use Only | داخل المكتبة فقط | 30010011304065 | ||
كتاب | UAE Federation Library | مكتبة اتحاد الإمارات General Collection | المجموعات العامة | HD70.G7 D38 2011 (إستعراض الرف(يفتح أدناه)) | C.2 | المتاح | 30010011304064 |
Browsing UAE Federation Library | مكتبة اتحاد الإمارات shelves, Shelving location: General Collection | المجموعات العامة إغلاق مستعرض الرف(يخفي مستعرض الرف)
HD70.F8 D4512 2013 منطق الشرف : إدارة المؤسسات و التقاليد الوطنية / | HD70.F8 F724 1997 The European business environment : France | HD70.G2 E96 1997 The European business environment. "Germany" | HD70.G7 D38 2011 Value management : translating aspirations into performance / | HD70.G7 D38 2011 Value management : translating aspirations into performance / | HD70.G7 W64 2018 The business environment : a global perspective / | HD70.G7 W64 2018 The business environment : a global perspective / |
Includes bibliographical references and index.
Critical value -- Defining value -- Precise simplicity -- Elusive value -- Intended value -- Modelling value -- Programming value -- Aligning value -- Valuing certainty -- Tracking value -- Impact -- JANET (UK) transformation programme case study.
Change programmes in both private and public sectors have a poor record of delivering their intended value. The reasons given most often for their failure include lack of executive support or buy-in from key users, loose requirements definition, weak programme management, and plain wishful thinking. They rarely include technical limitations. Value Management puts forward the view that the true problem lies in failing to understand the causal links between the intended stakeholder outcomes and the actual programme outputs. Repeating the pattern of failure can be avoided by asking two questions: {u2013} Before implementation, what capabilities must a change programme deliver, when and in what order so as to cause intended value against a defined purpose with speed and certainty? {u2013} During and after implementation, what minor adjustments and/or major shifts are needed to be certain that the programme remains on purpose and on value? and two answers to be given: {u2013} Target, time and align change programmes to deliver maximum intended value to stakeholders - the baseline business case {u2013} track and respond to changes during and beyond implementation to ensure that the programme actually delivers or exceeds intended value - value realisation. The authors show how, by asking and answering these questions, direction and delivery of any programme can be clarified and greater economic value achieved.