READOS / Business
From Approval to Benefits
Carrying approval conditions into the work, handing over well and making sure projects are adopted and deliver their benefits.
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- 01What the go-ahead should hand over: from deciding to invest to authorising deliveryApproving a project is not the same as justifying it. How to keep four early decisions distinct and hand delivery the intent, boundaries, conditions and authority behind the yes.
- 02Commitments that survive execution: carrying approval conditions from paper to the workfaceEnvironmental and approval commitments are often lost between design, contract and site. How to trace each one into designs, contracts, work instructions, checks and handover.
- 03What your methods cannot see: the assumptions inside project tools and shared templatesGantt charts, critical paths and risk templates were built for particular kinds of work. How to check what each tool assumes, spot when it misleads and add a review that sees differently.
- 04Benefits move after approval: tracking erosion, surprises and dis-benefitsBenefits that justified a change rarely arrive as forecast. How to revise them honestly, claim new value fairly, give dis-benefits an owner and know when the remaining case no longer holds.
- 05Delivered is not adopted: making a change stick after go-liveA new system or process can be live and still unused. How to define the behaviours a change depends on, measure adoption rather than training and catch the drift back to old habits.
- 06What outlasts handover: hidden defects, unowned benefits and obligations after the job is finishedA project ends at handover, but what it built keeps creating risks, costs and benefits for years. How to separate four kinds of closure, keep the right records and assign every obligation.
- 07What your projects know that your plan doesn't: giving delivery findings somewhere to goThe people doing the work often learn first that a plan's premise is wrong, but no meeting asks. How to separate status from learning, name who can change direction and act sooner.
- 08When the project succeeds and the strategy fails: outputs, outcomes and benefitsOn-time, on-budget delivery can still create little value if the work was the wrong priority or never changed how the business runs. How to test projects for outcomes and relevance.
These topic-based reading collections are organised alphabetically; chapters may be read in any order.
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