Most go/kill decisions on projects are typically done in a random fashion— either by a best guess “shot in the dark” approach or an across-the-board budget cut. How often have we heard, “We need to cut everything by (fill in the blank) percent!”? At the end of the day, those who negotiate best or scream the loudest for those dollars keep their programs going—regardless of whether it helps or hurts the organization’s overall strategic direction. Those on the losing end are left scrambling at the last minute to right-size or cut their programs to make ends meet. These hastily applied fixes can diminish intellectual property and institutional knowledge, not to mention morale. Because money doesn’t grow on trees, how can organizations effectively prioritize projects? And can “kill” decisions be made to minimize pain to the organization as a whole?
As budgets get tight, and everyone is subjected to doing more with less, organizations will need to adapt more rigor and objectivity in their program go/kill decisions. In this light, the three main questions senior leadership should ask before killing, cutting, or adding funding to a program are…
Read more at: http://www.chiefprojectofficer.com/article/165