The document discusses the importance of benefit realization management in projects. It states that project teams often focus only on delivery without ensuring that the project benefits are achieved. A benefit realization process involves early identification of measurable benefits, tracking progress during and after project implementation, and monitoring ongoing benefit delivery according to the business case. This approach helps ensure project focus is on intended outcomes rather than just outputs, increases benefit visibility, and reduces wasted investments.

1. Benefit realisation is about
more than just successful
project delivery
Too often we see projects delivered months or years after initiation with no rigour around ensuring that the
project achieves what it set out to. As project teams focus more and more on delivery, the recognition of
benefit becomes “did we implement it?” rather than “does it deliver the value we had wanted?”
A business case should be a living document. Benefits need to be defined in the early days of the project
and, on an on-going basis, the likelihood of delivering the benefits should be assessed. PRINCE2® advocates
this is done as part of each stage review. More importantly, after delivery of the business change, it is
important to monitor benefits for as long as the business case model implies in the payback period.
THE BSG (UK) APPROACH
We integrate Benefits Realisation Management into our change and project management framework. This
involves early engagement with stakeholders to identify and clearly define strategy-aligned, unambiguous
and measurable benefits. A formal tracking mechanism is used to monitor progress of realisation targets
during and after the project lifecycle. After delivery of the change, BSG teams will maintain contact with the
client to assess ongoing delivery of the benefits in line with the business case.
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www.bsgdelivers.com // @bsguk

2. BENEFITS OF THE BSG (UK) APPROACH
• Project focus is on the outcome rather than the output: The output is the physical change that the
project implements, the outcome is what that change enables. This approach ensures that the project
focuses on the objectives and benefit outcomes of the change, rather than the technology or project
deliverables.
• Increased visibility of benefits: A detailed benefit analysis ensures adequate mapping of benefits to
strategic objectives with clear measures. Having decision gates introduced during each project stage
review helps to consistently validate expected outcomes and benefits as defined in the Business Case and
Stage Plans.
• Reduction in wasted investments: A project only remains valid if the basis for an investment or change
remains intact. Clearly defined benefits, coupled with continuous progress monitoring during and beyond
the life cycle of the project, provides an effective control and tracking mechanism for validating the
viability of project outcomes against expectations.
A WORKED EXAMPLE
Our consultants make use of benefit maps to demonstrate the relationship between benefits, outcomes, and
outputs in order to manage and track realisation between benefits.
The model below is an example of how we demonstrate traceability from project outputs to strategic
objectives. It is taken from an analysis Centre of Excellence project.
A collection of BSG (UK) BA practitioner www.bsgdelivers.com // @bsguk
insight can be found at +44 20 7390 8674
http://bit.ly/bsgukinsight info@bsguk.co.uk
Business Systems Group (UK), Registered in England No. 6150570, 230 City Road, London, EC1V2TT
www.bsgdelivers.com // @bsguk