Chapter 4 explores why the sequence of questions to be asked about projects and organizational performance is critical. It challenges readers to consider long-term tangible outcomes as a bigger part of the equation in planning, rather than considering the project as an independent island. Key points of this chapter are:
The relationship between outputs and outcomes for ultimate value creation
The underestimated skills of active listening and constructive challenge
The relationships and gaps between strategic plans and implementation in practice
Insights to guide optimal questions at the right times in organizational operation and projects include:
Sequence of questions ...