Benefits Detail

Purpose

Benefits Management is the common thread between Programme/Project delivery and successful Change Management. The approach to Programme, Project and Change Management needs to be benefit driven to ensure maximum value from the investment in change. Ultimately an organisation’s approach to benefits realisation needs to be integrated within Corporate Planning to ensure a strong management focus beyond implementation of the Programme or Project.  

The lifecycle diagram presented below outlines a sequence of seven activities involved in Benefits Management. It illustrates the relationship to the Business Case which justifies the organisation’s investment in change. It also illustrates the importance of corporate business planning to successful benefits realisation.

Sources

In the NI public sector, a much stronger focus on Benefits Management has emerged over the last number of years. In PPM terms successful delivery is not so much about being on time, on budget and to the expected quality as it is about delivering business benefits. The OGC PPM best practice methods Managing Successful Programmes (MSP) and PRINCE2 respectively maintain a significant focus benefits realisation. In Programme Management particularly, the realisation of benefits as a result of organisational change is of fundamental importance. The Cranfield School of Management has undertaken extensive academic research in the benefits management field and their findings and recommendations have had a significance influence on best practice developments. The Association of Project Management (APM) also recognises the importance of benefits management and their Body of Knowledge reflects this.

Responsibilities

The main roles and responsibilities relevant to benefits management are illustrated below.