PMI UK 31st July 2025 Presentation...pdf

Strategies: from Projects to Benefits
Understanding the PRUB-Logic System
Workshop for PMI(UK) members
July 31 2025

Phil Driver
Author of:
– “Validating Strategies – Linking Projects and Results to Uses and Benefits”
– “From Woe to Flow” – Validating and Implementing Strategies”
– “Strategies Using the Power of PRUB-Logic” (with publisher)
Lecturer in strategy in NZ, Australia, the UK and Germany
Background in business, science and technology and in government
Currently developing a sustainable, regenerative food forest
2
Copyright Phil Driver 2025

Learning outcomes
Understand:
• why most strategies are ineffective
• how project management interfaces with strategies
• PRUB, BURP and UBRP
• how to ‘PRUB’ your projects
• Orphan Results
• why Net Motivational Worth is essential for achieving Benefits
• how to Validate PRUBStrategies with Logic, Evidence and Worth
• Benefits Facilitation
• other elements of PRUB-Logic functionality
3

My approach
I work with complex multistakeholder strategies with hundreds or
thousands of stakeholders and hundreds of projects
I’ve developed PRUB-Logic
• for these large complex strategies where the users are not the purchasers
• to create an interface between strategy and project management
4

Today’s ‘rules’
• Ask brief questions using ‘chat’ (Merv will draw my
attention to them from time to time. I’m happy to have longer
conversations at another time)
• Challenge me if you disagree with me
• Timing
7 - 7.45 then a 5 minute break
7.50 – 8.35 then a 5 minute break
8.40 – 9.15
5

Question 1
In your mind,
see if you can describe
how the world works
in just 4 words
6

Make stuff
Use stuff
7

Question 2
Think….
“Do I have a clear meaning for ‘strategy’?”
8

What is the meaning of “strategy”?
• A strategy is “an action plan and rationale”
• ‘Rationale’ means the reasons for implementing the
strategy i.e. confirmation that:
– it is logical
– it is supported by compelling Evidence that it will definitely
work
– it is worth it
• So a strategy is “what you are going to do, and why
you are going to do those particular things”
9

Strategy?
• It has to be an actual strategy (not just a document called ‘a strategy’)
• A strategy may exist in people’s minds or it may be written down
• If it is going to be shared and used to inspire many stakeholders it has to
be documented in some way
• It has to be understandable
• So it has to be simple
– it has to reflect human cognitive limits
10

‘Tired of Strategic Planning?’
From a 2007 survey of 30 top international companies, McKinsey’s conclusions about strategic
planning were:
• “…the extraordinary reality is that few executives think this time-consuming process pays
off…”
• “…there is a lot of waving of feathers and banging of drums and an almost mystical hope
that something good will come out of it”
11

A strategy professor’s comments
• “Most companies do not have a strategy… I think 9 out of 10 (at least)
don’t actually have one”
• “Most companies and CEOs do not have a good rationale of why they
are doing the things they are doing and how this should lead to superior
performance”
• “A strategy is only really a strategy if people in the organisation alter
their behaviour as a result of it”
Prof Freek Vermeulen, London Business School
12

What are your reactions to these quotes from real
‘strategies’?
• We will optimise shareholder value
• We will operate the company so that it complies with all legislation
• We will operate in a way that minimises harm to our staff, our customers
and the public
• We will provide a healthy working environment for our staff
• We will constantly look for opportunities to increase profit margins
13

Why most strategies make no difference –
problems with information and
communications
1. Confusion about 3 levels of strategies
1. Aspirational
2. Guidance
3. Operational
2. Human cognitive limits
3. Lack of understanding of core organisational functions
14

Different levels of strategies
• Improve the UK’s information systems to combat ‘fake news’
• Improve the UK’s libraries
• Improve the UK’s university libraries
• Improve the Oxford University library
• Improve the Oxford University library’s on-line services
Each level represents a ‘strategy’ for the people working at that level
You need to be clear about which level of strategy you are creating
15

Human cognitive limits - mentally
Miller’s law:
– People can work with 7+/-2 ideas in their heads
I think this is optimistic.
In my experience it is safer to assume that people
can work with just 3-4 ideas at any one time

Copyright OpenStrategies Ltd 2020
Human cognitive limits - visually
X
Driver’s law: Most people can comprehend 15+/-5 concepts in a well designed diagram
Projects Results Uses Benefits
Define, prioritise,
specify & manage
Project-Efficiency
Define, prioritise,
specify & manage
Result-Effectiveness
Define, prioritise,
specify & manage
Use-Efficiency
Define, prioritise,
specify & manage
Benefit-Effectiveness

Human cognitive limits
If strategies are to be understood by most
people they must be easy to understand
and implement
18

Our main PRUB-Logic principle
The smallest amount of strategic information…
that has the highest value…
to the most people
Meticulously
Unequivocally
19

Outputs, outcomes, mission, goals, objectives,
framework, vision, status, cross-cutting-themes,
aspirations, strategies, plans, collaboration,
cooperation, competition, values, structures, KPIs,
tasks, accountabilities, responsibilities, principles,
tactics, actions, directions, issues, factors, priorities,
benefits, benefits-realisation, impacts, purpose,
capacity, capabilities, forecasts, scenarios, drivers-for-
change, data, information, knowledge, wisdom….
and sometimes ‘implementation’
So how does all that work with 100s of stakeholders?
(spoiler alert – it doesn’t)
© Copyright Phil Driver 2025
Why we need PRUB-Logic #1

Why we need PRUB-Logic #2
Project managers in a UK webinar were asked: “Which of these
statements is true?”
21
Question % who said yes
Do goals contribute to objectives? 16%
Do objectives contribute to goals? 60%
Are goals & objectives the same thing? 24%
Even project managers cannot agree on such
fundamental terms. Which is why we need a
standard strategy language.

What should strategies do?
Strategies should guide the improvement of what organisations
actually do
i.e. Make stuff that enables using stuff
22

What organisations actually do
(The core functions of organisations and their customers/citizens)
Create assets (products, services,
infrastructure) that enable
customers/citizens to use the assets to
create benefits
Inputs Outcomes
External factors
Internal factors
23

The core functions of organisations and their
customers/citizens
Inputs Outcomes
External factors
Internal factors
24

P R U B
25
Projects create Results that enable Uses to create Benefits ….
that motivate and prescribe Uses…..
that prescribe Results
Enable and
catalyse
Prescribe
Projects Benefits
Uses
Results
Motivate and
prescribe

PRUB-Logic represents physical reality
• PRUB-Logic represents the flow of real-world physical
actions into consequences
• PRUB-Logic describes what physically happens as
Projects create Results that enable Uses to create
Benefits
• PRUB-Logic is grounded in practical reality
• In language everyone can understand, PRUB-Logic
means:
– We make stuff (PR)
– Then people and the environment Use stuff (UB)
26

27
Happy customersbecause they
have done and achieved what
they wanted to doand achieve
Sustainablymanufacture,
distribute andmarket our
company’snew product
Our company’s new product
availableto customers
together withrelevant
productmarketing
information
Customers buy anduse our
company’snew productto do
& achieve whatthey want
Our companyissustainably
profitable
Build asheltered,safe
cycleway from the housing
estate to theschool
A sheltered, safe cycleway is in
place fromthe housing estate
to the school
Children ride toschool and
home again onthesafe and
sheltered cycleway
Children are safe when
travelling
Two simple example PRUBStrategies

Only Uses create Benefits
(an inconvenient truth)
Benefits inspire Uses

PRUB-Logic
Projects: What organisations do (Make stuff)
Results: What organisations achieve
Uses: What end-users do (Use stuff)
Benefits: What end-users achieve
29

Establish a library
building and other
library
infrastructure
All library
infrastructure
available to users
Employ and train
librarians and
support staff
Trained librarians
and support staff
available to assist
library customers
Benefits to library
customers….
• ?
• ?
• ?
• ?
Library customers
use the library’s
many services to
get the information
they need
Library staff feel
good because their
customers are happy
A simplistic example library PRUBStrategy
Fill the library with
all the information
customers may
need
Information
available to library
customers

Question 4. Project? Result? Use? Benefit?
1. Healthier young people due to more walking
and cycling
2. Replace traffic lights with roundabouts to
reduce congestion
3. Traffic is flowing more smoothly around the
new roundabout
31

P R U B
32
Handover
Engage
Create assets Use assets
Planning
Implementation

PRUB or BURP
• BURP for strategic planning
• PRUB for strategy implementation
• When you are trying to convince someone
about your strategy, it usually pays to start by
describing Uses and Benefits
33

BURP or UBRP
• If you are running a Project you must first understand:
– what your customers/users will do (Uses), and
– why they want to do those things (Benefits)
• And then you can design Projects to produce Results that will enable the
Uses to create Benefits
• Often UBRP works best
34

Example PRUBStrategy
• In February 2011 an earthquake killed over 180 people and
flattened about 1/3 of Christchurch, New Zealand
• Many strategies were urgently needed to make people safe
• One example was ‘hygienic wastewater management’
35

Deliver 30,000
chemical toilets to
Christchurch
homes
30,000
Christchurch
homes have
chemical toilets
30,000 Christchurch
homes have high
levels of hygiene
Families in 30,000
homes use
chemical toilets
A post-earthquake chemical
toilets PRUBStrategy
A very high level strategy

Deliver 30,000
chemical toilets to
Christchurch
homes
30,000
Christchurch
homes have
chemical toilets
30,000 Christchurch
homes have high
levels of hygiene
Families in 30,000
homes use and
empty chemical
toilets
A post-earthquake chemical
toilets more detailed strategy

1) Deliver 30,000
chemical toilets to
Christchurch homes
30,000 Christchurch
homes have
chemical toilets
30,000 Christchurch
homes have high levels
of hygiene
Families in 30,000
homes use & empty
chemical toilets
A post-earthquake chemical toilets
more detailed PRUBStrategy
Sewage disposal
tanks in position on
street corners
2) Install sewage
disposal tanks on
street corners

1) Deliver 30,000
chemical toilets to
Christchurch homes
30,000 Christchurch
homes have
chemical toilets
30,000 Christchurch
of hygiene
Families in 30,000
homes use chemical
toilets and empty
them into clean and
empty disposal
tanks
PRUBStrategy
More detailed strategy
Sewage disposal
street corners
2) Install sewage
disposal tanks on
street corners

1) Deliver 30,000
chemical toilets to
Christchurch homes
30,000 Christchurch
homes have
chemical toilets
30,000 Christchurch
of hygiene
Families in 30,000
homes use chemical
toilets and empty
them into clean
disposal tanks
PRUBStrategy
Sewage disposal
street corners & are
clean and empty
2) Install sewage
disposal tanks on
street corners
3) Regularly empty &
clean sewage
disposal tanks

1) Deliver 30,000
chemical toilets to
Christchurch homes
30,000 Christchurch
homes have
chemical toilets
30,000 Christchurch
of hygiene
Families in 30,000
homes use chemical
toilets and empty
them into clean
disposal tanks &
clean/sanitise their
chemical toilets
PRUBStrategy
Sewage disposal
street corners & are
clean and empty
2) Install sewage
disposal tanks on
street corners
clean sewage
disposal tanks

1) Deliver 30,000
chemical toilets to
Christchurch homes
30,000 Christchurch
homes have
chemical toilets
30,000 Christchurch
of hygiene
Families in 30,000
homes 1) use and 2)
empty their chemical
toilets into 3) clean
disposal tanks & 4)
chemical toilets
PRUBStrategy
Sewage disposal
street corners &
clean and empty
2) Install sewage
disposal tanks on
street corners
All homes have
cleaning/sanitation
chemicals
4) Deliver cleaning &
sanitation chemicals
to all homes
clean sewage
disposal tanks

1) Deliver 30,000
chemical toilets to
Christchurch homes
30,000 Christchurch
homes have
chemical toilets
30,000 Christchurch
of hygiene
Families in 30,000
homes 1) use and 2)
disposal tanks & 4)
chemical toilets
PRUBStrategy
Sewage disposal
street corners &
clean and empty
2) Install sewage
disposal tanks on
street corners
All homes have
cleaning/sanitation
chemicals
to all homes
clean sewage
disposal tanks
Elderly and frail
people 1) use their
chemical toilets that
were 5) emptied and
cleaned by
someone else

1) Deliver 30,000
chemical toilets to
Christchurch homes
30,000 Christchurch
homes have
chemical toilets
30,000 Christchurch
of hygiene
Families in 30,000
homes 1) use and 2)
disposal tanks & 4)
chemical toilets
PRUBStrategy
Sewage disposal
street corners &
clean and empty
2) Install sewage
disposal tanks on
street corners
All homes have
cleaning/sanitation
chemicals
to all homes
clean sewage
disposal tanks
Elderly and frail
people 1) use their
chemical toilets that
were 5) emptied and
cleaned by someone
else
Chemical toilets for
elderly and frail
people are empty,
clean and ready to be
used
5) Train and employ
reliable people to
collect, empty, clean
and return chemical
toils for elderly and
frail people

Never forget this….
(an inconvenient truth)
45

Questions 5. Project? Result? Use? Benefit?
• More cyclists are visiting the town centre to
shop in the new boutique shops
• On-site parking is available, making it easier for
people to use the shopping centre
• Passengers feel safe when they fly in the new
Airbuses
46

Question #1. What do you see in this picture?

Question #2. What is wrong in this picture?

Collective wisdom
• What did you see when I asked you “what do you see in this
picture?”?
• What did other people see?
• What did you see when I asked you “what’s wrong in this
picture”?
“For every problem there is a solution that is obvious,
plausible and wrong”
H L Menken
49

Collective wisdom
• Actively seek out everyone’s ideas and
perspectives – we all see the world differently
• If an answer seems obvious then STOP and
think carefully
• Ask questions in different ways:
– “what do you see?”
– “what is wrong in what you see?”
– “what do others see?”
– “why do they see things differently?”
– “do we need more information?”
50

PRUBStrategies
There are no short-cuts…to be effective…
ONLY Uses create Benefits
Projects do not create Benefits
Results do not create Benefits
51

Orphan Results
P R U B
P R
P1
P2
R1
R2 U B
Abandoned
Orphan
Result
Adopted
Orphan
Result
52

Our company
designs new
products and
services based on
previous market
research with end
users
Designs for new
products and
services ready to
be implemented
(ORPHAN
RESULT)
We create the new
products and
services, make
them readily
available and
promote them to
users
New products and
services available
to, and known
about, by end
users
Benefits to end
users:
1. Economic
2. Environmental
3. Social
4. Cultural
End users
purchase and use
the new products
and services
Our company is
sustainably profitable
An example PRUBStrategy with an Orphan Result

Comments
1. Only asset-creating Projects (Project
#5) and Uses actually impact on
catchment management.
2. Many Projects create Orphan Results
– which must be Adopted. If they can’t
be Adopted then the Projects should
be stopped.
3. Links must be supported by compelling
Evidence.
4. Strategies frequently fail in one of two
places (dashed arrows):
Orphan Results don’t get Adopted
Uses don’t happen as expected
5. This PRUBStrategy has just 17 PRUB-
boxes but will still stretch some
people’s cognitive ability, hence
Driver’s Law

• Clean and healthy environment as a consequence of cleaner
and more sustainable manufacturing processes
• Undertake analysis of traffic congestion reduction options
• Citizens are happier because they get to work quicker using the
new motorway
55

Global and Motivational Benefits
Global Benefits
Benefits to society and the environment
Motivational Benefits
Benefits to individual users
But what are the Benefits ‘Worth’?
56

Global and Motivational Worth
1. Net Global Worth: The worth of the Global Benefits must be
greater than the costs of the Projects plus the costs of the
Uses that created the Global Benefits
2. Net Motivational Worth: The Worth of the Motivational Benefits
to each each stakeholder must be enough to motivate them to
do the Uses
57

Motivational Worth
1. Motivational Worth can be economic, social, environmental or
cultural
2. Motivational Worth can only be accurately defined by the
users
3. A cultural worth may be more valuable to a user than an
economic worth
58

Uses need sufficient Motivational Worth
Uses will not happen and Global Benefits will not be created unless
1. Results enable Uses
2. users receive sufficient Net Motivational Worth
(that’s awkward….)
(but unavoidable…)
59

Global Benefits are
100% dependent on
sufficient Motivational Worth
60

‘Validating’ PRUBStrategies
• Almost anyone can write a document and call it a ‘strategy’
• It is not a strategy unless it has been ‘Validated’
61

PRUB-Validate
To be fully PRUB-Validated, a strategic initiative must
pass all 3 ‘tests’ below
1. Is it logical?
Can you represent the initiative as a PRUB-based PRUBStrategy?
2. Will it definitely work?
Is there compelling Evidence for the key Links?
3. Is it worth it?
Are the Global and Motivational Benefits sufficiently worth it?
62

Step 1a: PRUBStrategy – is it logical at
the highest level?
• Outline the ‘initiative’ as the simplest possible sequence
of Projects, Results, Uses and Benefits
63

Farmers, land owners &
water users Use water
sustainably to create
economic, social, cultural &
environmental Benefits
Economic, social, cultural &
environmental Benefits for
farmers, land managers,
suppliers & others
Develop, regulate &
disseminate ‘water assets’
that will better enable &
motivate sustainable Uses of
water
Stakeholders have access to
better ‘water assets’ that will
enable & motivate them to
Use water more sustainably
64
The environment itself Uses
water sustainably to create
economic, social,
environmental & cultural
Benefits
Example: Very high level statement of what the
strategy is all about – catchment management

Step 1b: PRUBStrategy – is the detail
logical?
• Expand the high level PRUB into a PRUBStrategy which
identifies what we would like to happen
• This shows theoretically how Projects Link through Results and
Uses to Benefits
• 15-20 ‘PRUBs’
65

How do you know that your strategy really will
work?
67

Step 2: Evidence
• A PRUBStrategy identifies what we would like to happen
• We need to add Evidence to be sure that it really will happen
• Evidence is information which ‘Validates’ the Links between
Projects, Results, Uses and Benefits
68

Evidence sits on
the Links
between
Projects,
Results, Uses
and Benefits
The most
important
Evidence sits on
the Links
between Results
and Uses
69

Evidence
• Evidence describes the cause-and-effect impact of the Links in a
PRUBStrategy
• It is not just ‘data’ or ‘facts’ or ‘numbers’
• So Evidence confirms whether or not:
– Projects create Results
– Results enable Uses
– Uses create Benefits
– Benefits motivate Uses
70

Evidence
Evidence comes in 4 forms
Causal, Enabling, Motivating and Prescribing
• Projects cause Results (Causal Evidence)
• Results enable and catalyse Uses (Enabling Evidence)
• Adoptable Results enable Adopting Projects (Enabling Evidence)
• Uses cause Benefits (Causal Evidence)
• Benefits motivate Uses (Motivating Evidence)
• Uses prescribe Results (Prescribing Evidence)
• Benefits prescribe Uses (Prescribing Evidence)
72

How do you know if your strategy really is
worth it?
73

Step 3: Global and Motivational Worth
1. Net Global Worth: The worth of the Global Benefits must be greater than
the costs of the Projects plus the costs of the Uses that created the
Global Benefits
2. Net Motivational Worth: The Worth of the Motivational Benefits to each
each stakeholder must be enough to motivate them to do the Uses
‘
Worth’ and ‘costs’ represent all 4 wellbeings – economic, environmental, social and
cultural
74

Global Benefits are
100% dependent on
sufficient Motivational Worth
75

Review of PRUB-Validate
To be fully PRUB-Validated, a strategic initiative must
pass all 3 ‘tests’ below
1. Is it logical
Can you represent the initiative as a PRUBStrategy? (10-20 boxes)
2. Will it work?
Is there compelling Evidence for the key Links?
3. Is it worth it?
Is there sufficient Motivational Worth to motivate Uses to create
Global Benefits and Worth?
76

Project managers and Uses
• Project managers cannot deliver or ensure or ‘realise’
Benefits/outcomes
• Only Uses create Benefits
• Therefore project managers must totally understand Uses and
Benefits
78

Uses and Users
1. Strategies will only work if users choose to
Use the Results
2. Almost all Uses are voluntary
3. Uses are motivated by Motivational Benefits
4. Uses are enabled and catalysed by Results
79

• Young people in five secondary schools are
exercising more due to a campaign that
promotes exercise as being ‘cool’
• Build a carpark to provide on-site parking for a
swimming pool
• Night classes are available to adult students
80

What is ‘success’? #1
In a hypothetical PRUB-Strategy with 35 targets associated with
Projects, Results, Uses and Benefits, if:
1. 20 targets are achieved >80%
2. 9 targets are achieved 50-80%
3. 6 targets are achieved <50%
then what is ‘success’?
81

• If most Global Benefits are achieved then a purchaser is likely to
declare ‘success’
• If most Motivational Benefits are achieved then users are likely
to declare ‘success’
• If 7 targets important to one stakeholder are achieved then that
stakeholder is likely to declare ‘success’
82

• PRUB-Logic identifies ‘achievement of targets’ but
makes no value-judgements about ‘success’
• ‘Success’ is a stakeholder-specific value-judgement that
is ideally, but not always, linked to the achievement of
targets
83

‘Wanting’ or ‘Doing’
When you ask people: “what do you want?” they think
about what you can give them.
Consequently they often don’t take much responsibility for
their answers
When you ask people “what do you want to do?” they
have to think about what they want to do
As a result, they take much more responsibility for their
answer
86

‘Wanting’ or ‘Doing’
“What do you want?” is asking about Results
“What do you want to do and why?” is asking about
Uses and Motivational Benefits
87

Levels of strategies & where they focus
Aspirational Projects Results Uses Benefits
Level
PRUBStrategies
Guidance Projects Results Uses Benefits
Level
PRUBStrategies
Operational Projects Results Uses Benefits
Level
PRUBStrategies
88

Values and Principles
89

Values
• Transparency
• Integrity
• Honesty
• Clarity
• Respect for indigenous rights
• Sustainability
Values are important for guiding a strategy but
they are not the strategy
90

Principles
Principles are the rules of “behaviour” that align with Values
Principles are also important for guiding a strategy but they are not
the strategy
91

Example: Values and Principles – catchment management
Value (examples) Principle (examples)
Māori values about alpine water
and lowland water
Don’t mix alpine and lowland water
Transparency All strategy meetings, strategies &
supporting documents will be in the public
domain
There will be widespread consultation with
all stakeholders
Sustainability All decisions will consider their impacts on
both the current generation and on the
next 7 generations
Integrity All decisions will pass ‘The Front Page
Test’
92

Values and Principles
• Values and Principles:
– are important to have as an overall guide to behaviour, but…
– they do not describe an ‘action plan and rationale’
– they cannot be directly implemented
– they are not ‘strategy’
• So when creating a strategy, it is important to separate the
– Values and Principles from
– The actual actions of the strategy
93

An introduction to Benefits Facilitation
94

PRUB-Logic Benefits Facilitation Step 1: Define the desired Global Benefits
Global
Benefit #1
Project #1
(enabling)
Global
Benefit #2
Optimal Use
#1
Enabling
Result #1
Project #2
(enabling)
Motivational
Benefit #1
Optimal Use
#2
Enabling
Result #2
Project #3
(enabling)
Motivational
Benefit #2
Optimal Use
#3
Enabling
Result #3
Project #4
(catalysing)
Motivational
Benefit #3
Other Use #1
Catalysing
Result #1
Project managers assist clients to
define Global Benefits, which are broad
social, economic, environmental and
cultural Benefits. They also help
establish Net Global Worth of the
Benefits, checking that the Worth of the
collective Benefits outweighs the
anticipated combined economic,
environmental, social and cultural costs
of Projects and Uses

PRUB-Logic Benefits Facilitation Step 2: Define the optimal Uses that are essential to create the Global Benefits
Global
Benefit #1
Project #1
(enabling)
Global
Benefit #2
Optimal Use
#1
Enabling
Result #1
Project #2
(enabling)
Motivational
Benefit #1
Optimal Use
#2
Enabling
Result #2
Project #3
(enabling)
Motivational
Benefit #2
Optimal Use
#3
Enabling
Result #3
Project #4
(catalysing)
Motivational
Benefit #3
Other Use #1
Catalysing
Result #1
Project managers guide clients to
identify the essential Uses—actions
undertaken by end-users—that are
necessary to generate the desired
Global Benefits.

PRUB-Logic Benefits Facilitation Step 3; Identify the Motivational Benefits that are essential to motivate the
essential Uses
Global
Benefit #1
Project #1
(enabling)
Global
Benefit #2
Optimal Use
#1
Enabling
Result #1
Project #2
(enabling)
Motivational
Benefit #1
Optimal Use
#2
Enabling
Result #2
Project #3
(enabling)
Motivational
Benefit #2
Optimal Use
#3
Enabling
Result #3
Project #4
(catalysing)
Motivational
Benefit #3
Other Use #1
Catalysing
Result #1
Project managers and clients engage
with users to discover Motivational
Worth—the worth of the individual
Benefits that users require in order to
be motivated to perform the Uses. This
entails asking "What will you do and
why?" to uncover the true motivations
that are critical for actual Benefit
creation.

PRUB-Logic Benefits Facilitation Step 4: Identify any optimal Uses and Motivational Benefits
Global
Benefit #1
Project #1
(enabling)
Global
Benefit #2
Optimal Use
#1
Enabling
Result #1
Project #2
(enabling)
Motivational
Benefit #1
Optimal Use
#2
Enabling
Result #2
Project #3
(enabling)
Motivational
Benefit #2
Optimal Use
#3
Enabling
Result #3
Project #4
(catalysing)
Motivational
Benefit #3
Other Use #1
Catalysing
Result #1
Project managers, clients, and users
jointly re-define optimal Uses. These
Uses must generate Global Benefits
and also create sufficient Motivational
Worth for individual users, thereby
increasing the probability that Uses will
actually create the desired Benefits.
Understanding Uses is "absolute gold
information".

PRUB-Logic Benefits Facilitation Step 5: Identify the enabling and catalysing Results prescribed by the
Uses
Global
Benefit #1
Project #1
(enabling)
Global
Benefit #2
Optimal Use
#1
Enabling
Result #1
Project #2
(enabling)
Motivational
Benefit #1
Optimal Use
#2
Enabling
Result #2
Project #3
(enabling)
Motivational
Benefit #2
Optimal Use
#3
Enabling
Result #3
Project #4
(catalysing)
Motivational
Benefit #3
Other Use #1
Catalysing
Result #1
The optimal and essential Uses
directly prescribe the Results. Results
must be necessary and sufficient to
enable and catalyse these Uses.

PRUB-Logic Benefits Facilitation Step 6: Project managers and clients Validate the PRUBStrategy
and specify the success criteria
Global
Benefit #1
Project #1
(enabling)
Global
Benefit #2
Optimal Use
#1
Enabling
Result #1
Project #2
(enabling)
Motivational
Benefit #1
Optimal Use
#2
Enabling
Result #2
Project #3
(enabling)
Motivational
Benefit #2
Optimal Use
#3
Enabling
Result #3
Project #4
(catalysing)
Motivational
Benefit #3
Other Use #1
Catalysing
Result #1
Project managers and clients Validate the
PRUBStrategy and specify the success
criteria. This confirms the strategy’s Logic,
Evidence and Global and Motivational
Worths, establishing clear performance
indicators for PRUBStrategy execution.

PRUB-Logic Benefits Facilitation Step 7: Run the Projects that will create the enabling and
catalysing Results
Global
Benefit #1
Project #1
(enabling)
Global
Benefit #2
Optimal Use
#1
Enabling
Result #1
Project #2
(enabling)
Motivational
Benefit #1
Optimal Use
#2
Enabling
Result #2
Project #3
(enabling)
Motivational
Benefit #2
Optimal Use
#3
Enabling
Result #3
Project #4
(catalysing)
Motivational
Benefit #3
Other Use #1
Catalysing
Result #1
Project managers then create the
necessary and sufficient Results. These
Results must enable and catalyse the Uses
which in turn create the desired Global and
Motivational Benefits, thereby fulfilling the
Project's strategic purpose.

PRUB-Logic Benefits Facilitation Step 8: Project managers and clients monitor and where
necessary ‘tweak’ the implementation of the PRUB-Logic strategy
Global
Benefit #1
Project #1
(enabling)
Global
Benefit #2
Optimal Use
#1
Enabling
Result #1
Project #2
(enabling)
Motivational
Benefit #1
Optimal Use
#2
Enabling
Result #2
Project #3
(enabling)
Motivational
Benefit #2
Optimal Use
#3
Enabling
Result #3
Project #4
(catalysing)
Motivational
Benefit #3
Other Use #1
Catalysing
Result #1
Project managers and clients monitor and
where necessary ‘tweak’ the
implementation of the PRUB-Logic strategy
by regularly evaluating the Efficiency of the
Projects, the Effectiveness of the Results,
the Efficiency of the Uses and the
Effectiveness of the Benefits. The most
valuable information for refining the
strategy will be progress on how the actual
Uses are creating the desired Benefits.

PRUB-Logic Efficiency and Effectiveness
104
Define, prioritise, specify
& manage Project-
Efficiency
Define, prioritise, specify &
manage Result-Effectiveness
Define, prioritise, specify
& manage Use-Efficiency
Define, prioritise, specify &
manage Benefit-
Effectiveness

PRUB-Logic Accountability #1
Accountabilities for
Effectiveness and
Efficiency (E&E)
Project-Efficiency
(running Projects
‘right’)
Result-
Effectiveness (the
right Result)
Use-Efficiency
(Uses happening
‘right’)
Benefit-
Effectiveness (the
right Benefits)
Identify & Link desired
E&E
Who is
accountable?
Who is
accountable?
Who is
accountable?
Who is
accountable?
Value & Prioritise desired
E&E
Who is
accountable?
Who is
accountable?
Who is
accountable?
Who is
accountable?
Specify desired E&E Who is
accountable?
Who is
accountable?
Who is
accountable?
Who is
accountable?
Implement, Performance
Manage & Confirm actual
E&E
Who is
accountable?
Who is
accountable?
Who is
accountable?
Who is
accountable?
105

PRUB-Logic Accountability #2
106
Accountabilities for
Effectiveness and
Efficiency (E&E)
Project-Efficiency
(running Projects
‘right’)
Result-
Effectiveness (the
right Result)
Use-Efficiency
(Uses happening
‘right’)
Benefit-
Effectiveness (the
right Benefits)
Identify & Link desired
E&E
S+P P P P
Value & Prioritise desired
E&E
S+P P P P
Specify desired E&E S+P S+P P P
Implement, Performance
Manage & Confirm actual
E&E
S S P P

Strategy first then who does it
• If ‘decision makers’ and ‘experts’ identify their decision-making (veto)
power and expertise early in the development of a strategy, other
stakeholders then withhold information because they suspect that the
decision makers and experts will subsequently overrule their ideas.
• Often the ‘experts’ know a great deal about Projects and Results but much
less about Uses and Benefits.
• So create PRUBStrategies first before allowing decision makers and
‘experts’ to identify their ‘powers’.
107

Strategy boundaries, levels and topics
• The real world consists of PRPRPRPRUBUBUBUB
• When creating PRUBStrategies it is necessary to
– identify the start and finish of the strategy i.e. PRUB
– agree on the level of detail for the PRUBStrategy
– agree on the topics to be included in the PRUBStrategy
108

The ‘environment’ is a stakeholder
• The ‘environment’ is often a key stakeholder in Projects,
Results, Uses and Benefits
• So it is advisable to ‘appoint’ a human stakeholder to
‘represent the environment’
109

None of these verbs can be implemented
Protect, ensure, save, collaborate, engage, prevent,
optimise, enhance, improve, increase, consolidate,
restrict, limit, reduce, enforce, cooperate, educate,
conserve, provide
They describe behaviours and hint at Benefits but they still
can’t be implemented
110

PRUB-Logic Practice Homework
Create a 15-20 box PRUBStrategy on a topic of your choice
Send it to me for feedback
phildriver@openstrategies.com
111

Workshop review #1
• Most strategies fail
• Most strategies contain poorly organised information
– Vague aspirational statements
– Words that mean different things to different people
– Obvious statements
– Lack of links from inputs (Projects) to outcomes (Benefits)
– No links from high level to operational level strategies
– No links between strategies on different themes, across organisations, across
demographic groups
– Difficult to translate ‘strategies’ into ‘action plans’
– No obvious means of managing performance
112

Workshop review #2
The core function of organisations is to:
– Create assets that enable customers/citizens to Use them to
create Benefits
– This = PRUB-Logic
PRUB-Logic is simultaneously a strategy (BURP) and an
action plan (PRUB)
113

P R U B
114
Projects create Results that enable Uses to create Benefits ….
that motivate and prescribe Uses…..
that prescribe Results
Enable and
catalyse
Prescribe
Projects Benefits
Uses
Results
Motivate and
prescribe

Workshop review #3
• PRUB-Validate
1. Is it logical? (PRUBStrategy)
2. Will it definitely work? (Evidence)
3. Is it worth it? (Global and Motivational Worth)
• Uses
– You must understand Uses in order to create strategies
– Only Uses create Benefits
– Motivational Benefits motivate Uses
– Results enable and catalyse Uses
115

Workshop review #4
PRUB-Logic describes physical reality
Global Benefits are dependent on sufficient Motivational Worths to motive
Uses
Uses prescribe Results
Efficiency, Effectiveness, Accountability, PRPRPRPRUBUBUBUB and more
116

Things for you to think about #1
What does it mean for you that ‘only Uses create Benefits’?
What does it mean for you if ‘Benefits Facilitation’ replaces ‘Benefits
Realisation’ (if, indeed, you think it should)
117

Things for you to think about #2
Would you like to confidently guide your clients through
Benefits Facilitation by creating PRUBStrategies:
1. that provide robust criteria for the Results that your
Projects need to create….
2. to effectively enable and catalyse Uses….
3. to create Benefits…..
4. that motivate Uses?
118

For more information
Dr Phil Driver,
Visiting lecturer, Cologne University of Science Technology and the Arts
Author: Validating Strategies – Linking Projects and Results to Uses and Benefits
http://www.gowerpublishing.com/isbn/9781472427816
Author: “From Woe to Flow – Validating and Implementing Strategies
http://www.gowerpublishing.com/isbn/9780429486258
Author: “Strategies Using the Power of PRUB-Logic”
Draft with publisher
+64 (0)21 0236 5861
philipdriver@gmail.com
119

PMI UK 31st July 2025 Presentation...pdf

More Related Content

Similar to PMI UK 31st July 2025 Presentation...pdf

More from PMIUKChapter

Recently uploaded

PMI UK 31st July 2025 Presentation...pdf