1.
Embracing Benefits Realization Management
From Identification to Management
to Sustainment
PMI Montreal Symposium
April 4th, 2017
Evan Zelikovitz, Corporate & Government Relations Manager (Canada), PMI

2.
Presentation Agenda
• Embracing Benefits Realization Management (BRM) to
Achieve Project Success
• What’s happening in the Project Management – PMI
world
– Pulse of the Profession 2017
– PMIAA Legislation in the United States
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3.
WHY DO WE DO PROJECTS?
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4.
PMI Materials on
Benefits Realization Management?
Pulse of the Profession®
In-Depth Reports
Thought Leadership Series
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5.
What is BRM?
Source: PMI’s 2016 Thought Leadership Series, Creating Lasting Value: Benefits realization management
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6.
Value of BRM
more likely to
realize project
objectives
more likely to
meet or exceed
target ROI
Companies that report mature BRM capabilities
Source: PMI’s 2016 Thought Leadership Series, Creating Lasting Value: Benefits realization management
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7.
of organizations say
projects not aligned
with strategy are
implemented
anyway
Alignment to Strategy
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8.
Source: PMI’s 2016 Pulse of the Profession® In-Depth Report on Benefits Sustainment
Everyone is interested but few are doing it well1
Confusion about who is responsible2
Looking for the easy answer3
3 Challenges with Benefits Realization
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9.
Source: PMI’s 2016 Pulse of the Profession® In-Depth Report on Benefits Sustainment
Everyone is interested but few are doing it well1
Confusion about who is responsible2
Looking for the easy answer3
3 Challenges with Benefits Realization
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10.
Key Barriers to BRM
• Culture and attitude
• Communication
• Difficulty measuring benefits – creating metrics
– Only 36% create metrics for identified benefits
• Failure to define and assign roles and responsibilities
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11.
Improving the Dialogue Between the Project
and Executive
Effective benefits management requires a formal approach
that should start before the project itself.
• While nearly three quarters of organizations identify
expected benefits before the project starts, 83% report
lack of maturity in sustaining the identification and
monitoring of benefits received as a result of the
project.
• This suggests a lack of a formal process to sustain this
quest to identify and sustain the monitoring of return
from the project effort,
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12.
3%
13%
21%
24%
24%
26%
33%
34%
39%
47%
51%
52%
63%
67%
67%
0% 10% 20% 30% 40% 50% 60% 70%
Other
Shareholder equity
Training, morale, or retention of employees
Environmental protection
Workplace safety
Corporate image or PR value
Product/service portfolio expansion
Margin improvement
Customer retention or loyalty
Revenue generation
Aligment of resources with strategy
Return on investment (ROI)
Efficiency of operations
Achievement of strategic business objectives
Customer user satisfaction
Commonly Identified Benefits
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13.
Source: PMI’s 2016 Pulse of the Profession® In-Depth Report on Benefits Sustainment
1%
6%
21%
36%
37%
4%
15%
27%
31%
23%
Benefits Identified at Start Benefits Realization Assessed at End
73%
54%
Always
Often
Sometimes
Rarely
Never
Half of Organizations Look to See if Benefits
Were Realized
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14.
Benefits Should be Part of the Business
Case
41%
of organizations explicitly
identify the goals and
business intent of a
project
29%
identify metrics to assess
whether a project has
delivered the expected
benefit
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15.
Source: PMI’s 2016 Pulse of the Profession® In-Depth Report on Benefits Sustainment
Everyone is interested but few are doing it well1
Confusion about who is responsible2
Looking for the easy answer3
3 Challenges with Benefits Realization
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Questions – “Ownership of Benefits”
• Within your organization, who is responsible for identifying
project benefits?
• Within your organization, who is responsible for ensuring
that benefits are being managed and aligned with your
organization’s strategic goals?
• Since many anticipated benefits will not be seen until after
the project has been delivered, who within your
organization is responsible for benefits monitoring and
measurement?
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Who is Accountable for Benefits?
Source: PMI’s 2016 Pulse of the Profession® In-Depth Report on Benefits Sustainment
40% 30%
40% 50%
20% 20%
80%
?
Project
Manager
Someone in
Senior Mgmt
Project
Manager
Someone in
Senior Mgmt
Who identifies
benefits?
Who determines
whether benefits
were realized?
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18.
Source: PMI’s 2016 Pulse of the Profession® In-Depth Report on Benefits Sustainment
Everyone is interested but few are doing it well1
Confusion about who is responsible2
Looking for the easy answer3
3 Challenges with Benefits Realization
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And Still… there is no Silver Bullet
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Position Benefits as a Shared Responsibility
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From the Study – Benefits Identification
“Our benefits identification process
has truly been a cultural shift for
us… at any time, the sponsor can
make a decision to stop the project
if benefits aren’t being realized or
the ROI period is too long… led to a
product rationalization exercise
which saved us US $70 million…
and led to cancel over 80 projects
that had poor to no ROI.
Haresh Desai
Vice President,
Enterprise Project Officer
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22.
WHY DO WE DO PROJECTS?
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Questions and Activities
Questions
 Why are we doing the project or
program ─ what are the business
drivers?
 What are the measurable
benefits?
 Who is accountable for the
benefits?
 Who ensures the project benefits
are aligned with strategic goals?
 Who signs off on the benefits?
 Define objectives and critical success
factors
 Recognize and quantify business
benefits
 Develop meaningful metrics and key
performance indicators to measure the
delivery of benefits
 Establish processes for measuring
progress against planned benefits
 Create a communications plan that
shares progress with stakeholders
Activities
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Benefits are about Value Creation
A great project is not the right project if it
has no value to the organization. It is
even less of the right project if it does not
deliver the outcomes creating the value
identified by the organization strategy.
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25.
Doing it Well
Source: PMI’s 2016 Pulse of the Profession® In-Depth Report on Benefits Sustainment
“Good project managers are focused on the
successful execution of their projects.
Excellent project managers are good project
managers who also understand fully how
their project fits in the life cycle of the
strategy their project is implementing, and
make decisions accordingly that ensure
benefits realization.”
Michel Renard, Senior Executive (former),
EMIT Projects, ExxonMobil
Global Services Company
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26.
2017
Pulse of the Profession®
9th Global Project Management Survey
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Project success rates rise, and fewer are failing
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Less Waste
For every invested
$1Billion
We see $97
million wasted for
every $1 billion
invested due to
poor project
performance, a
20%
decline from last
year
Note: Amounts represent a percentage that
applies to any currency
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Benefits Realization Maturity
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30.
PMIAA: the law of the land
• On 14 December 2016, President Barack Obama signed the
Program Management Improvement and Accountability Act into
law!
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31.
PMIAA: key elements
• Upon implementation, PMIAA will enhance project and program
management leading practices throughout the U.S. federal government
in four important ways:
– Creating a job series and career path for federal program managers
– Developing a standards-based model for program management
consistent throughout the government
– Designating a senior executive in each agency to be responsible
for program management policy and strategy across the agency
– Establishing an interagency council on program management to
align agency approaches across the federal government
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32.
Thank You
 Evan Zelikovitz, Corporate & Government Relations
Manager (Canada)
Email: evan.zelikovitz@pmi.org
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