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Benefits Management
in an Agile World
Matt Williams PMP, MAIPM
Managing Director
Connexion Systems
Benefits Management
 Textbook Definition
– “The identification, definition,
tracking, realisation and optimisation
of ben...
Benefits Management
 Real Life Definition
– “What you do after you have
delivered the project”
– “The thing you do once y...
Traditional vs Agile Approach
Traditional Agile
Amplify 4-step investment process
What Defines Project Success?
 1st Dimension
– On Time
– On Budget
– To Scope
 2nd Dimension
– Did we create business va...
What’s wrong with the Status
Quo?
Strategic Alignment
38%
of initiatives are
not helping to
deliver strategy
Source: 4th G...
We Need to Link
Execution With Strategy
What are the Benefits?
Organisations that
focus on strategic
alignment
deliver 50% more
successful projects
Source: Pulse ...
So How Do We Achieve Strategic
Alignment?
 Select the Right Projects!
 So, What are the “Right” Projects?
Portfolio Selection
BenefitsProject
Benefits
Benefits
Benefits
Benefits
Project
Project
Project
Project
BenefitsProject
Benefits
Benefits
Benefits
Benefits
Project
Project
Project
Project
Portfolio Selection
Amplify 4-step investment process
Integrated Project and Benefit
Delivery Schedule
More Value, Delivered Earlier
Amplify 4-step investment process
An Agile Approach to Delivery
Allows Sponsors To:
1. Review performance to date versus the business case
at regular interv...
What Does This Look Like?
For a Business Case
What Does This Look Like?
For an Individual Benefit
Maintain Benefit Focus in Delivery
This All Starts with the
Business Case
 The Business Case is the Mandate from
the organisation to deliver value
 It is n...
Examples of Measurable
Lead Indicators
 Outcome – Reduce Smoking Related Deaths
 Lead Indicator – Smoking Rates
 Lead I...
Business Case Reviews
 Need to regularly review each
business case to determine:
– Initiatives are still strategically
al...
NO MORE ZOMBIE PROJECTS!
Contact
Matt Williams PMP, MAIPM
Managing Director
Connexion Systems Pty Ltd
E: mwilliams@connexion.com.au
M: +61 414 847 ...
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Benefits Management in an Agile World by Matt Williams of Connexion Systems speaking at Bringing Projects to Life conference #eVa21

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Matt Williams

  1. 1. Benefits Management in an Agile World Matt Williams PMP, MAIPM Managing Director Connexion Systems
  2. 2. Benefits Management  Textbook Definition – “The identification, definition, tracking, realisation and optimisation of benefits at initiative and portfolio level” Steve Jenner, Managing Benefits
  3. 3. Benefits Management  Real Life Definition – “What you do after you have delivered the project” – “The thing you do once you’ve spent all the budget”
  4. 4. Traditional vs Agile Approach Traditional Agile
  5. 5. Amplify 4-step investment process
  6. 6. What Defines Project Success?  1st Dimension – On Time – On Budget – To Scope  2nd Dimension – Did we create business value? Source: Delivering Major Projects in Government, National Audit Office (UK), 2016
  7. 7. What’s wrong with the Status Quo? Strategic Alignment 38% of initiatives are not helping to deliver strategy Source: 4th Global Portfolio and Programme Management Survey, PwC, 2014
  8. 8. We Need to Link Execution With Strategy
  9. 9. What are the Benefits? Organisations that focus on strategic alignment deliver 50% more successful projects Source: Pulse of the Profession, Project Management Institute, 2015 71% 46% Strategic Focus No Strategic Focus Project Success Rates
  10. 10. So How Do We Achieve Strategic Alignment?  Select the Right Projects!  So, What are the “Right” Projects?
  11. 11. Portfolio Selection BenefitsProject Benefits Benefits Benefits Benefits Project Project Project Project
  12. 12. BenefitsProject Benefits Benefits Benefits Benefits Project Project Project Project Portfolio Selection
  13. 13. Amplify 4-step investment process
  14. 14. Integrated Project and Benefit Delivery Schedule
  15. 15. More Value, Delivered Earlier
  16. 16. Amplify 4-step investment process
  17. 17. An Agile Approach to Delivery Allows Sponsors To: 1. Review performance to date versus the business case at regular intervals 2. Check that the direction and end state are still sound (ie no significant shift in the market or new disruptors) 3. Determine whether the investment is still the best option for future capital investment (Portfolio Optimization), or whether further investment is perhaps warranted to exploit the opportunity.
  18. 18. What Does This Look Like? For a Business Case
  19. 19. What Does This Look Like? For an Individual Benefit
  20. 20. Maintain Benefit Focus in Delivery
  21. 21. This All Starts with the Business Case  The Business Case is the Mandate from the organisation to deliver value  It is not just used to ‘justify’ the investment of resources, but as a roadmap to value creation  Includes lead indicators to measure performance during delivery  Should be reviewed regularly to consider internal and external factors
  22. 22. Examples of Measurable Lead Indicators  Outcome – Reduce Smoking Related Deaths  Lead Indicator – Smoking Rates  Lead Indicator – Quitting Intentions  Outcome – Reduce staff in call centre  Lead Indicator - % of self service transactions  Lead Indicator - % of customers who use similar technology elsewhere
  23. 23. Business Case Reviews  Need to regularly review each business case to determine: – Initiatives are still strategically aligned – Delivery Performance ($, time) – Benefits are likely to be realised  If an initiative no longer fits, have the decency to kill it!
  24. 24. NO MORE ZOMBIE PROJECTS!
  25. 25. Contact Matt Williams PMP, MAIPM Managing Director Connexion Systems Pty Ltd E: mwilliams@connexion.com.au M: +61 414 847 040 W: www.connexion.com.au

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