Managing benefits, Presented by Ben Ganney APM PMO SIG conference 19 October 2017

1. Roles & Responsibilities
Documentation
Terminology
Systems & Tools
Methodology / Process
Training
Pragmatic v Standardisation
Leadership
Sponsor role exists but with
different operating models,
capabilities and some
inconsistency of purpose
Maintain highly capable
Sponsors who can articulate
clear cases for change and
value for money,
collaborating and
challenging the delivery
community
Quality assured outputs
that capture the key
activities required within an
appropriate level of effort
All staff, including the
supply chain, trained to
understand the importance
of benefits realisation and
their role in maximisation
Suite of tools available to
support all levels, which are
integrated with financial and
performance management
systems
A variety of different
documents aligned to
individual business areas
using ‘one size fits all’
approach
Different language, with
inconsistent definitions
across business areas
Consistent language
understood by all and
aligned to external best
practice
Mixture of Microsoft
applications used to
manipulate and present
information in required
formats
Experienced with the use of
monetised benefits for
options appraisal. Adoption
of other non-quantifiable
tools and techniques such
as MoV, MCA etc.
External training provided
to key staff or as part of
development opportunities
using industry content and
examples
Develop a dedicated
Sponsor community with
clear accountability for the
business case and benefits
realisation
Clear accountability for the
strategy and reporting of
benefits management
aligned to lessons learned,
performance cycle and
assurance processes
Rationalisation of processes
and measures to support an
optimised model. Adopt
continuous improvement
techniques to ensure it
remains fit for purpose.
Introduced a single PPM
methodology with one set
of documents across the
organisation, although
some very specific tailoring
e.g. ICT
Single PPM methodology
introduced with one
common language across
the organisation
Moving away from
documents by creating a set
of high-level principles,
aligned to P3M3, which
provide increased flexibility
of approach
Standard set of activities
and example templates
aligned to the different
characterisation of projects/
programmes
Behaviour driven by
identification of largest
quantity of benefits to
justify cases. Emphasis on
those benefits that are
easier to measure
Sponsorship Capability
Improvement Programme
initiated to improve
competencies and target
improvements
Aim for Sponsors produce
consistent quality outputs
and contributing to
improvements in the overall
methodology and
processes
Focus on prioritisation of
benefits concentrating
effort on the biggest
impacts or those critical to
demonstrate success
Make improvements to
processes and
methodology based on
experience and lessons
learned using SIGs and CoPs
to capture needs of users
Some early adoption of
tools and systems for
specific large-scale projects
or within specific business
areas
Piloting and proof of
concepts to test the theory
and refine some operating
models and/or processes –
building the business case
Range of internal and
external training packages
available tailored to
meeting the needs of
different audiences
External training improved
to include organisation
specific examples and case
studies to aid local
adoption and understanding
Some internal awareness
training developed to act as
a filter for attendance on
the external courses
Bottom-up understanding
as to the need for effective
benefits management as
part of core project/
programme management
Creation of ‘Functional
Lead’ role to support
overall development and
champion the discipline
across the organisation
Top-down leadership
raising visibility ensuring
that benefits is fundamental
within all decision-making
across the organisation
Move from emphasis on
projects and programmes
to portfolio benefits
management. Align with
business planning and
overall prioritisation
approach
Low High