The typical ROI on a project that is accepted by management in a Fortune 500 Company i worked in was 20-30% over a 3-year period. That gives a Payback of 5 years. There is no way I could even begin to tell you about these projects without breaking the Confidentiality Agreement I signed. One thing that makes me question the validity of the SAIC report and JBI in general is that the figures are just so different from that reality. If it were true, frankly it would have been done long ago, catalyst or no.

You are accepting the leaked SAIC report numbers without question. JBI relies on that kind of thinking. The sequence of events around that do not mean that that document is the true summary of the SAIC report, so why quote it? I am not sure what the truth is. All I know is that I have in fact worked with these documents, managed these studies, and I can almost say for certain that what we have seen is not authentic. The best reasons are; JBI is too far down the road of development to have an Order-of-Magnitude estimate be applicable. It has a +50%/ -40% accuracy, which is not applicable now. The other reason is that they would not use an EBITDA number. That is an accounting number that includes such things as SG&A, which is not relevant to the project in question. ALl that is in question are positive and negative cash flows related to the project, and an NPV or ROI analyusis is commonly used.

As for the rest of it, yes I am a generalist and have worked in many different industries. It works for me. Perhaps you work in an industry where Project Management is performed as a part of another job function. IT is like that. They do not believe that PM is worth having a full-time person doing it. If you look at the value of the project, with anything up to 1 Million, that argument makes some sense. I find anywhere above 1 Million in cost, having a full-time person doing PM is worth it.  There is a sweet spot from 1 Million to about 10 Milllion where 1 person can do all of the Project Management functions comfortably. This is where I worked on process projects very similar to JBI, although they were not P2O. Now I work on megaprojects in the 10-figure range (Billions). The functions are all the same, just done as teams.

So, in my view in the world of serious project management, the skills are very transferable. I can't help it if I generalize, as I have been in many industries and have alot of experiences to bring to the table. It is going to come across that way. Again, you don't have to accept it.