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Outputs, outcomes and benefits

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Outputs, outcomes and benefits

  1. 1. Outputs, Outcomes and Benefits Ben Reardon, ITS Project Management Office
  2. 2. What’s in it for me? • How can I better talk about my project benefits to a wide range of people? • How do I improve my chances of funding a project? • How do I demonstrate project success?
  3. 3. Project (noun): an individual or collaborative enterprise that is carefully planned to achieve a particular aim (Oxford Dictionary) Quick recap • Why do we run projects? – Make something new – Make something better • But how do we describe it?
  4. 4. What do our projects create?
  5. 5. What sort of thing did you describe? “Thing/s (tangible or intangible) intended to be used after the project is done” This is the output of a project.
  6. 6. Or… “Change/s to an area as a result of using project outputs” These are project outcomes.
  7. 7. What advantage do outcomes have? • Freedom to consider alternative ways to deliver results – The air curtain – Moving from animal transport to automobiles “If I’d asked my customers what they wanted, they’d have said a faster horse.” (Attributed to Henry Ford)
  8. 8. What advantage do outcomes have? • Validation that outputs will actually create the changes we want. – Do the things being created in my project enable the desired changes? – Does my project consider impacts on people, processes and tools and not just 1 in isolation?
  9. 9. Or… “A measurable improvement resulting from an outcome that is perceived as an advantage by one or more stakeholders.” These are project benefits.
  10. 10. Sample benefits for UWS • UWS attracts 5% more applicants and the average UAI score for applicants rises 2 points • UWS improves its international standing by 10% (measured by rankings) • UWS maintains/improves its focus on “First in family” (measured by surveys)
  11. 11. Advantages of benefits • Benefits assure us that our work has organisational meaning • Measuring benefits means the project can be reviewed and its success level checked • Provides convincing argument for starting or continuing a project
  12. 12. Linking outputs, outcomes, benefits (Axelos, 2009)
  13. 13. An example HR sent out an email this week advising all managers that the interface for eRecruit would be upgraded. What would the project to do that create in terms of outputs, outcomes and benefits?
  14. 14. …..so what? • Funding proposal approval – Is your case for approval convincing? – Are you showing how your proposal meets UWS strategy?
  15. 15. …..so what? • Project progress reporting – Do the reasons for your project still stack up? – Can you demonstrate when the business will start seeing improvement?
  16. 16. ….so what? • After the project is done – How successful was the project? What credit can you claim? – How can you build on the things delivered to take things a step further?
  17. 17. Q&A
  18. 18. Air Curtain (wikipedia.org)

Editor's Notes

  • Ben Reardon (ITS Project Management Office)

    V1.0 for delivery 20/11/2014 - Project Officers Network, Frogmore House, Werrington North.
  • 0:45 min (end 0:45)

    Talk to points
  • 0:30 min (end 1:15)

    Talked about our projects at the start of the network.

    Projects are a choice – use of resources, opportunity cost. We do them to improve things, either making new ones or better versions of what we have.

    How do we describe it?
  • 5:00 min (end 6:15)

    Discuss in your tables for a few minutes what your projects are creating.
  • 0:30 min (end 6:45)

    Talk to point
  • 0:15 min (end 7:00)

    Talk to point
  • 1:30 min (end 8:30)

    The air curtain – it separates environments
    Talk about how to specify an air curtain

    Henry Ford – Talk about the difference between a horse and the idea of better transportation.
  • 2:00 min (end 10:30)

    What changes to the target area does your project do?

    Who is confident their project will create the changes that management is hoping for? If not, why?

    Are we making the things we need to get the changes we want? Are we making the right ones?

    Are we making all the things we need? What about things like training? Workload management? Business processes in our area? How people start and finish these processes? What about tools? (Refer slide 16)
  • 0:15 min (end 10:45)

    Talk to point
  • 1:00 min (end 11:45)

    Benefits fit the SMART principle:

    Specific
    Measurable
    Assignable
    Realistic
    Time Bound

    What sort of numbers apply to your projects?


  • 1:00 min (end 12:45)

    Talk to points
  • 0:45 min (end 13:30)

    Formal diagram linking the 3 – includes extras we have not considered
  • 0:45 min (end 14:15)
  • 1:00 min (end 15:15)

    HR project and linking all 4 points together
  • 1:00 min (end 16:15)

    Generic template
  • 1:00 min (end 17:15)

    If you create funding proposals, how do you make sure you give yourself the best chance of approval?
  • 1:00 min (end 18:15)

    About creating discussions and having the right language
  • 1:00 min (end 19:15)

    Who wants to tell the world how awesome their project was? Who wants to have something for their CV or portfolio of work? How can you sell it?

    And when you want to do the next bigger and better thing, what can you point to for the reasons why?
  • As required.
  • Air curtain
  • Linkage between people, process and tools

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