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What Happened to the Promise of Benefits Realization?
Presented by: Dave PetersDate: November 12, 2013
Purpose
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To explore why it is difficult to realize benefits from projects and what we can do about it!
Agenda
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What Are The Benefits Realization Fundamentals?
What Have We Experienced With Benefits Realization?
How Can We Do Better With Benefits Realization?
WHAT ARE THE BENEFITS REALIZATION FUNDAMENTALS?
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Achieving desired business outcomes from the intentional and effective interplay of strategy and actions
Proven technique for leveraging greatest value Selecting, structuring and delivering projects with the
best potential to advance the enterprise’s strategy Focusing resources and energy on the most valuable
projects for highest impact
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Benefits Realization Fundamentals
What is Benefits Realization?
Benefits Realization Fundamentals
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Client
RightThings
RightWay
GettingDone
GettingResults
Are we doing the Right Things?
Are we Getting the Benefits?
Are we Getting Work Done as
expected?
Are we organized to work the Right Way?
Benefits Realization Fundamentals
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Client
RightThings
RightWay
GettingDone
GettingResults
Are we doing the Right Things?
Are we Getting the Benefits?
Are we Getting Work Done as
expected?
Are we organized to work the Right Way?
Strategic
Tactical
Value Focus
Traditional Focus
Portfolio
Program
Project
Benefits Realization Fundamentals
Transformational or strategic change is complex There are multiple ways to achieve the objectives Each path requires a well thought out set of
deliberate actions taken to get the desired result
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Why is Benefits Realization Important?
Unless we think through all the possibilities and act on explicit choices, our stakeholders will make their own choices … which may not be what we expect or want!
Benefits Realization Fundamentals
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PeopleSkills, Qualifications, Experience, Attitude
OrganizationStrategy, Structure,
Controls
TechnologyApplications,
Infrastructure,etc.
Business ProcessesPolicy, Process,
Procedures
What Must Be Considered?
Optimal benefits achieved through the interaction of four business domains
Benefits Realization Fundamentals
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What Types of Projects are Suitable for Benefits Realization?
Projects suitable for benefits realization Innovation Sustainment Obligation
If a project has no benefit, why are you doing it?
Increasing Value
Benefits Realization Fundamentals
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• Must do to survive; greatest risk• Compliance, legislated, regulated, contractual• Mandated, mitigate risk
Obligation
• Remain at same level; moderate value & risk • Investigative, maintenance, info request• Stream line, modify, new capabilities
Sustainment
• Go to the next level; highest value• Brand new services, markets, technology• Proof of concept, research & development
Innovation
How Do Different Projects Contribute Benefits?
Leverage potential with other initiativesUnderstand risk and actively manage
Benefits Realization Fundamentals
Business Cases versus Benefits Cases Adds and emphasizes business benefits to standard business
cases
Measurement is paramount Must measure before, during and after to determine how you
are doing Tracking and monitoring benefits may go beyond the project
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How to Measure Success?
Identify and prioritize benefits Establish benefits metrics Sequence benefits actions Manage and deliver benefits results
Benefits Realization Fundamentals
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Outcomes Mapping
Initiative Final Outcome
Critical Assumption
Intermediate Outcome
Results Chain
Identify, prioritize, sequence actions
Understand and communicate contributing and ultimate benefits
Benefits Realization Fundamentals
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Forge a Clear Path
Scalable to represent actions within a project or multiple projects within a program within a portfolio of investments
Powerful Roadmap
Useful to plan and execute deliberate actions and link to the realization of strategic benefits
Benefits Realization Fundamentals
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What About Managing Risk?
Value Risk ManagementIs this strategically aligned?
Will we succeed at this?
Traditional Risk MgmtWhat are the risks?
Are we closing the gaps , overcoming obstacles?
Benefits Realization Fundamentals
Most benefits are orchestrated Conscious choices, planned actions
Requires program and integrative thinking People, process, technology,
organization
Look beyond Return on Investment Align with strategic objectives
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Practical Tips
Benefits Realization Fundamentals
A business outcome owner is imperative Cannot be delegated to support or
external resources
One size does not fit all Scalability, not all benefits are equal Adjust your approach based on the
potential risks and rewards Patience and Persistence
Benefits may not appear at project close out
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Practical Tips
Benefits Realization Fundamentals
Benefits-driven portfolio Evolves to deliver the greatest strategic
value
Business risk to value assessment Used to determine the likelihood of realizing
the benefits
Benefits identification, prioritization, sequencing Many things have to happen before
achieving the “ultimate” outcome Know interdependencies, prerequisites
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Practical Tips
WHAT HAVE WE EXPERIENCED WITH BENEFITS REALIZATION?
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Benefits Realization Experiences
Fundamental thinking has been too tactical
Focus on narrow project level benefits not broad enterprise level strategic benefits
Not seeing possibilities beyond the immediate narrowly focused need
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Tactical Thinking
Business not committing the “right” people or time to identify and produce meaningful enterprise level strategic benefits
Responsibility is delegated to support groups or external parties who do not have the line of sight to the bigger picture
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Business Commitment
Benefits Realization Experiences
People will say whatever is needed to get the project approved
Requirement to identify the benefits not taken seriously so little or no possibility of achieving meaningful benefits
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Bureaucratic Hurdles
Benefits Realization Experiences
All projects identify business benefits the same way, even when not appropriate
Rigid enforcement in the identification of or realization of benefits leading to projects delivered under crisis
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One Approach For All Projects
Benefits Realization Experiences
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Applying Inappropriate Timeframe
Benefits Realization Experiences
Timeframe for the realization of benefits is typically too short
HOW CAN WE DO BETTER WITH BENEFITS REALIZATION?
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What Can We Do Better
Benefits identification is not a step in a project plan
Benefits are identified, prioritized and sequenced long before any projects or programs are identified
Benefits identification should spawn projects, not the other way around
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Improve Our Understanding
Multiple initiatives each producing their own sub benefits together produce the ultimate benefits
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What Can We Do Better
Apply Critical Thinking To Our Initiatives
Only after all components are complete and adopted by the business will benefits appear
What Can We Do Better
Choose projects with greatest potential
Facilitate clear direction from upper management
Ensure visible and fully engaged sponsorship
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Select Projects Thoughtfully
Keep in mind that mandated projects are primarily about survival, establishing a base or reducing risk
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What Can We Do Better
Keep Our Eye On The Ball
Be disciplined and persistent about staying focused on business benefits
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Discussion
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