PMI defines Benefits Realization Management as the processes and practices for identifying benefits and aligning them with formal strategy. Through BRM, organizations can ensure that project and program benefits are realized and sustained. This presentation provides practical advice in applying the framework through integrated planning with organizational change management.

1. The New Gauge for Project Success
Tony Fatouros
November 2018

2. 2
 Introduction to Benefits Realization
 Integrated Project and Change Management Planning
 The 3 Phases of PMI’s Benefits Realization Management Framework
 Identify Benefits
 Execute Benefits
 Sustain Benefits

4. 4
 Benefits Realization Management (BRM) provides organizations
with a way to measure how projects and programs add true value
to the enterprise…
BENEFITS REGISTER:
Collection and list of the planned
benefits used to measure and
communicate the delivery of benefits
throughout the duration of the project
or program.
BENEFITS REALIZATION PLAN:
A document outlining the activities
necessary for achieving the planned
benefits. It identifies a timeline and
the tools and resources necessary to
ensure the benefits are fully realized
over time.
BENEFITS SUSTAINMENT PLAN:
A tool to identify risks, processes,
measures, metrics, and tools necessary
to ensure the continued realization of
the benefits.
BENEFITS REALIZATION
ROADMAP: Visual illustration that
shows when and how benefits are
expected to be enabled for the business
owner to then utilize for benefits
realization.

5. 5
THOUGHT LEADERSHIP SERIES
(2016)
INTRODUCED
(2017)
CONTINUED
(2018)
PRACTICALLY
SPEAKING
There is no generally accepted methodology to Benefits Realization Management
but there are best practices

7. 7
ORGANIZATIONAL CHANGE MANAGEMENT
IDENTIFY EXECUTE SUSTAIN
BENEFITS REALIZATION
PLAN
(Project Benefits
Management Plan)
Benefits
Delivery
Adoption
Role
BENEFITS
REGISTER
(Traceability)
BENEFITS
SUSTAINMENT
PLAN
BENEFITS
REALIZATION
ROADMAP
PRACTICALLY
SPEAKING
• Benefits creates ownership. Stakeholders need to adopt ownership
• The Project Plan drives BRM and OCM

8. 8
ORGANIZATIONAL CHANGE MANAGEMENT
IDENTIFY EXECUTE SUSTAIN
BENEFITS REALIZATION
PLAN
(Project Benefits
Management Plan)
Benefits
Delivery
Adoption
Role
BENEFITS
SUSTAINMENT
PLAN
PRACTICALLY
SPEAKING
• Benefit timing staggers
BENEFITS
REGISTER
(Traceability)
BENEFITS
REALIZATION
ROADMAP

9. 9
ORGANIZATIONAL CHANGE MANAGEMENT
IDENTIFY EXECUTE SUSTAIN
BENEFITS REALIZATION
PLAN
(Project Benefits
Management Plan)
Benefits
Delivery
Adoption
Role
BENEFITS
REGISTER
(Tied to
Backlog)
FINAL
BENEFITS
SUSTAINMEN
T PLAN
PRACTICALLY
SPEAKING
• To keep pace with Delivery, BRM must also be lighter weight in terms of
deliverables with abbreviated versions.
• Benefits are tied to Epics, Stories, or Backlog Items. Planning is front loaded
along with sprint planning.
• Roadmap connotes changes if used
SUSTAINSUSTAIN SUSTAIN
BENEFITS
REALIZATION
ROADMAP
(OPTIONAL)

11. 11
PERCEIVED MEASUREDVS

12. 12
Benefits have lifecycles spanning strategy
through operations and require traceability
STRATEGY DELIVERY OPERATIONS

13. 13
Benefits have timing
Data Center Move Acquisition
Benefit = Achieve Cost Downs Benefit = Increase Revenues
VS

14. 14
 PMO Criteria
 Project Business Case
 Ask Stakeholders
 Organizational Reports
 Organizational Strategy(s)
 Standard Operating
Procedures
 Industry Standards and
Organizations

15. 15
 Define Benefits, associated
assumptions, and dependencies
 Plan to deliver
 Metrics, including KPIs, and
procedures to measure progress
against benefits
 Timing through lifecycle
 How the resulting benefits and
capabilities will be transitioned into
an operational state to achieve and
sustain the benefits
 Processes for determining the extent
to which each project or program
benefit is achieved prior to formal
closure
 Roles and responsibilities (RACI)
PRACTICALLY
SPEAKING
• Transition will
influence project
closure
• New roles or role
changes are common
• Acid Test:
• Measured
• Traceability
• Timing
• Roles

16. 16
PRACTICALLY
SPEAKING
• Do you prefer high level, then working out details?
• Do you prefer bottoms up planning?
• Focus on KPI’s and recognized metrics

17. 17
PRACTICALLY
SPEAKING
• Different stakeholders are engaged for different reasons
• This will extend to benefit ownership
• Align OCM along this critical axis
DEPARTMENT
AGENCY
CUSTOMER
VENDOR

19. 19
 Communication
s
 Engagement
 Readiness
 Adoption
• Benefits
Register
• Governance
• Benefits
Roadmap
PRACTICALLY
SPEAKING
New
Benefits
will be
discovered.
Others will
“fall out”
• Baseline
Data
• Analytics
PRACTICALLY
SPEAKING
Sometimes, no
data exists
PRACTICALLY
SPEAKING
OCM

20. 20
 Collect Data from current systems and processes and baseline
 Implement new formulas and reports
PRACTICALLY
SPEAKING • Ensure stakeholder buy-in on data sources and baselines
PRACTICALLY
SPEAKING
• BRIDGING IS CRITICAL – Document and demonstrate
changes in formulas, timing, etc if they exist
• Ensure stakeholder buy-in

22. 22
• Provides the detail from the Benefits
Realization Plan on sustainment
• Updated Benefits, associated
assumptions, and dependencies from
an Operational perspective
• Updated procedures to measure
progress against benefits
• Roles and responsibilities required to
sustain benefits
• Target performance
PRACTICALLY
SPEAKING
• Create with
operational owners
• Targets recommended
(but ultimately based
on organizational
culture)
• Acid Test:
• Measured
• Traceability
• Timing
• Roles