Benefits realisation

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Benefits realisation

  1. 1. Benefits realisation - a European executive agencyThe client had a programme and project management methodology but was convinced thatit was still not realising the benefits of its considerable efforts. Benefits were written up inthe business case and reviewed as part of the initial authorisation. However little attentionwas paid to what changes needed to take place to realise or measure the benefits afterprojects had gone live - routinely project teams were disbanded as quickly as possible afterproject completion. No-one retained responsibility; project sponsors anecdotally recognisedthe improvements that different projects and changes offered but did not formally measurethem.Benefits management relies on project managers and change managers working in close co-operation with managers from each business line impacted by the changes. Maven devisedthe agency’s approach to benefits management.We held benefits workshops to explain the benefits management framework to the agency’smanagement and how it aligned to the existing procedures used within the organisation. Weran further benefits workshops with business and project managers working through theirprojects to identify what activities were required within the business and within the projectteam to ensure benefits were identified, measured, changes made to achieve benefitsrealisation and measures taken again to evidence the improvements. We also developed astep-by-step guide to benefits management for future training and induction sessions.Benefits management is a subject that now leads all discussions when projects and changesare first identified and authorised and is a regular subject at all project reviews.Copyright © Maven Training Ltd 2011www.maventraining.co.uk І 020 7089 6161

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