Success in Value Stream Management: Prince2 to subtract the obvious and add Value!
Carmelita Ardizzone
Project Manager ufficio gare estero PRINCE2? 7 Practitioner certified - Bid & Tender Specialist - Rotary Ambassador - PRINCE2 Ambassador @PeopleCert - ?? Purpose: deliver the change with enthusiasm ??
2025 has just begun and I wonder what challenges companies will have to face in 2025 and what tools will be available to support companies in overcoming these challenges.
According to the "Future Ready: Industry Predictions for 2025 from PeopleCert Ambassadors" Report (published by with the contribution of 650 of the world's best experts in DevOps, IT Service Management and Project Management), the first trend at the top of the charts remains the adoption of Generative AI.
Generative AI is a type of artificial intelligence that is able to create original content that imitates human creativity. An advanced form of artificial intelligence that not only understands and analyzes data, but also creates original and creative content, just like a human.
The second place, however, is for Value Stream Management. But what does Value Stream mean?
Value stream refers to all the phases of the process by which an organization creates a product or service. In other words, the process thanks to which an idea (customer desires and requests) turns into reality in the form of products and services provided to the customer.
However, it is inevitable that in structured, large companies or where individuals are organized into functional teams (so-called silos) inefficiencies (blocks, dependencies, slowdowns, waste of time and money) may occur in the company value stream that goes from the customer's request to the delivery of the product or service to the customer.
This is why Value Stream Management is one of the greatest challenges for organizations in 2025 and PRINCE2.com already contains all those ingredients suitable for aligning, coordinating, directing and optimizing the efforts of the resources involved to improve the efficiency of the flow, increasing the quality of the product and the value for the customer.
Ingredient #1
One of the key principles of PRINCE2 is ensuring continued business justification, that is, there must be a valid reason for starting a project that will remain valid throughout the project. Otherwise, the project must be stopped.
Applying this principle to Value Stream Management means regularly checking whether the activities that make up the value stream meet the business objectives. If these change or the activities in the flow are no longer justified, they should be adjusted or stopped completely.
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Ingredient #2
Another important principle is focusing on products, whereby PRINCE2 projects must be oriented towards creating and delivering products. This ensures that the project creates clear added value for the business and the customers. Translating this principle to Value Stream Management means creating long-lived, cross-functional Product Teams, rather than temporary project teams. This way, people can be assigned to cross-functional teams throughout the life of a product, gaining shared knowledge and experience that comes from long-term working relationships. People will then be motivated to practice continuous improvement, which is the driver of efficiency and productivity.
Ingredient #3
Learning from experience is one of the most significant principles of the Prince2 approach. Learning from previous and similar experiences is the responsibility of all members of the project team (and in our case the product team) who take these lessons into account throughout the life cycle of the project or product. Once again, drawing from similar experiences can mean avoiding past mistakes that have caused wasted time and costs or, on the contrary, emulating or maximizing good practices that have had positive effects in terms of creating value for the company and the customer.
Ingredient #4
A PRINCE2 project should be contextualized and tailored to a specific environment, depending on the context in which it operates, its complexity, strategic importance and related risks. Precisely this (Tailoring to suit the project environment) could be a valid and effective tool for improving the Value Flow, eliminating waste and non-value-added activities.
What can we say? All we have to do is take action and play this game.
Subtract the obvious and add value!
Agile Coach | SAFe SPC | ICAgile Authorized Instructor | Management 3.0 Facilitator | ITIL Master | PeopleCert Ambassador | Authorized ITIL, PRINCE2, DevOps Trainer | Project Management | Agile Service Management
2 个月Thanks, Carmelita Ardizzone ! I completely agree. In my experience, the benefits of using value streams are often underrated. They not only help identify waste, bottlenecks, and improve the flow of work, but they can also be a game changer for organizational design. By aligning teams around value streams, organizations can create more cross-functional collaboration, enhance agility, and optimize resources. It’s a powerful approach for breaking down silos and ensuring that everyone is focused on delivering maximum value to the customer.