This article is currently (October 2007) in "the works". We will make it available here as quickly as we can. It, and related articles, will cover: -

• how PRINCE2 is comprehensive and logical in concept but doesn't meet the real ways of working and the demands upon some businesses and other organisations
   

• Less Bureaucracy: how to preserve the overall PRINCE2 framework and your organisation's investment in it, whilst eliminating the bureaucratic elements and administrative overheads
   

• Faster Delivery: how you can improve your ability to deliver effective results for your organisation in a fraction of the time classic PRINCE2 would predict or enable
   

• Business Case relevance: how to accurately assess the continuing usefulness and relevance (or otherwise) of the Business Cases throughout the life-cycle of your projects and programmes - so you avoid emerging triumphant from the end of a project to find that its purpose has become irrelevant to your organisation
   

• Change Management: how to integrate effective change management into your programmes and projects throughout their life-cycles - classic PRINCE2 and change management are not natural bed partners (if you'll forgive the phrase!)
   

• Responding to Change: how to design and carry out projects so that they are able to respond within days or a few weeks to changes in requirements and objectives as a managed way of life - rather than with resistance or rejection
   

• Taking a different view: the change in mindset that you will need in order to get much better project and programme results without abandoning PRINCE2 - that includes, reducing delivery times, reducing project costs, improving the quality of deliverables, containing project risk - and achieving those simultaneously. It can be done with a slightly different way of thinking
   

• Risk Management: the reasons the usual Risk Register is far from adequate. How risk management can be fundamental to the structure of the project - not an add-on. Instead, how to decide the degree of project risk you are prepared to tolerate and then manage the project within those limits
   

• Stakeholder Involvement: how to improve the involvement and commitment in the project of the various stakeholders (eg. users, functional/line managers, customers etc) through the value they see
   

• Benefits Management: how to deliver business benefits throughout the life-cycle of your programmes and projects - not as an afterthought or bolt-on at the end of the project when so much time has been lost, or it's too late
   

• Linking to Business Priorities: how to connect your projects/programmes directly into your organisation's overall business aims and priorities - even if your organisation's aims and priorities are not completely clear or communicated !
   

• Useful reviews: how to provide meaningful and useful management information and metrics on the progress and continuing business value of your project and programmes so that senior management get the information they really need to  participate in programme/project reviews and make informed decisions
   

• Senior Management support: how to ensure senior management see your project as a valuable activity that needs to be encouraged, funded and protected.

That's a lot to cover! It takes time to translate the approach into bite-sized chunks. So in the interim, whilst we get that work done, do feel free to contact us now if you would like some ideas to start helping your organisation sooner.

Please e-mail your questions on a confidential basis to: questions@btt-research.com or say hello to our office.