When and How PM Change Agents Add Business Value

SECOND EDITION                                                         

Stacy Goff

ProjectExperts President

IPMA VP of Marketing & Events; asapm President

Colorado, USA


What parts, which actions, what results, of your projects add the greatest business value? Which results are you missing? Whose responsibility is to assure project value? And, if success means more than on time, within budget, and acceptable quality, how do we manage to our stakeholders’ expectations? These are the questions executives, functional managers, market leaders and great project managers have asked—and answered—hundreds of times in our experience as a Change Agent.

The Challenge: The most effective project managers have always known that you provide the greatest value when you move beyond merely managing “the triple constraint.” Now that this insight is (finally!) going mainstream, how will you stay ahead of the stampede? Many will clearly show how you have been leading the way all along. But it is often the newcomers who think they created each innovation. 

A Solution: It’s all about the timing and nature and results of effective stakeholder Engagement. This is a key insight, because without the right stakeholder engagement, needed business change does not occur, and the project’s value is diminished. Given that insight, the proper timing and processes for achieving early engagement can easily follow. Of course, the right roles must take responsibility for needed actions, and the ongoing care of their results, all the way through Benefits Realization.

The Result: Imagine a world where all projects succeed; where all stakeholders are satisfied; where all project-oriented enterprises thrive. This is the value delivered by competent and performing project managers, who seize your role as a Change Agent for your organization.

Key Topics

  1. Five Crucial Value-add Timings and Results
  2. It’s All About Our People, Isn’t It?
  3. Defining and Measuring Value
  4. The Change Agent’s Leadership Role

A. Five Crucial Value-add Timings and Results

Managing a project is much like piloting an aircraft. There are several crucial timings when deft leadership, talent, quick reactions and redirection are essential for success. There are other timings when we can run on “cruise control” and perhaps, even take part in completing project work packages or other actions.

And just when are those crucial timings?


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Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 8th Annual UT Dallas Project Management Symposium in Richardson, Texas, USA in August 2014. It is republished here with permission of the author and symposium organizers. For more about the annual UT Dallas PM Symposium, click here.

About the Author

pmwj23-jun2014-Goff-IMAGEStacy A. Goffflag-usa


Colorado, USA

STACY A. GOFF, the PM Per4mance Coach, is President of ProjectExperts®, a Program and Project Management methods, consulting, tools and training company. A Project Management practitioner since 1970 and consultant since 1982, he helps improve Enterprise, Department or Project Team PM Competence, effectiveness and Performance.

In addition to his contributions to Project Management Institute since 1983, he is also co-founder and President of asapm, the American Society for the Advancement of Project Management, and has been Vice President of Marketing & Events for IPMA, the International Project Management Association, from 2011 through 2014.

An insightful consultant and dynamic speaker, Mr. Goff provides program and project consulting, training and coaching services. He presents at major industry conferences, and offers workshops of interest to Executives, Managers, Program and Project Managers and leaders, technical staff, and individual contributors. By 2000, he had exposed over 45,000 people to Project Management. Today, and his tools and methods are used by government agencies, Enterprises, consultancies and individuals on six continents. Contact Stacy through his website, www.ProjectExperts.com.

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