What is Benefits Realisation?

You've delivered your project on time, within budget, the customer has signed it off and you've completed your end project report. The end! You've finished the project, time to move on, right? Wrong. You can't just expect the benefits automatically to drop out of your project with no effort.

Successful Delivery but no Benefits

Companies spend millions of pounds on projects that never get finished. Often, the reason has nothing to do with quality of the deliverable. More likely there is not the time, energy or enthusiasm to make sure the product or service is adopted and embedded in the organisation. Often, it is because the next big, more exciting project comes along to distract us.

Have you ever delivered a 'successful' project, only to find out later the product or service was never used or implemented. It's not a good feeling. So what can you do about it? Benefits Realisation is the answer.

Active Benefits Realisation

As project manager, you are in a unique position to help your customer gain the benefits detailed in the business case. It can be another phase once you have closed the project, or run as part of the project itself. It may not follow directly from the project end. Instead it can start after a short period of time, before the post implementation review, which typically takes place 3 to 6 months after the project finishes.

Opinion seems divided about whether active Benefits Realisation is the domain of the Project Manager. The truth is that many projects declared a success, never deliver the benefit or result originally envisaged.

The project manager's role in driving benefits out of projects, involves working closely with the customer to ensure the product or service gets firmly adopted and embedded in the organisation. You and your team may play a part in:

• Carrying out demonstrations and presentations.
• Delivering workshops and training.
• Preparing marketing materials.
• Organising product and service launches.
• Arranging and chairing meetings.
• Finding creative solutions to problems.
• Championing the cause.
• Driving change.

To gain benefits you must have change. In their book The Information Paradox, John Thorp and DMR's Centre for Strategic Leadership, say that:

"It is a central tenet of the Benefits Realisation Approach that benefits come only with change and, equally, change must be sustained by benefits." ... "People must change how they think, manage and act in order to implement the Benefits Realisation Approach."

Changing the way people think, work and manage is no easy task, but without it, your project is in danger of joining a long list of successful project deliveries that were never rolled out. So, don't just let your projects deliver and die, ensure the benefits envisaged at the start are realised at the end.

To learn more about Benefits Realisation and how it can help you deliver successful projects read: Benefits Realisation: What is it and how can it help me? 

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Colin

Posted 572 days ago

I disagree Bruce. A change is necessary to realise benefits whether that be a system or process change. The area of work may not be the direct receiver of the benefit of change, it may be the benefit is realised further along the process pathway. As for tying benefits to change if no benefit is to be realised whether that be direct cash saving or non cash saving (increase in quality). If no benefit is to be realised surely then the reason for change should come into question?

Colin

Redhuan D. Oon

Posted 779 days ago

Tying benefits to change seems too wide a blanket. What are the TORs of changes before they are recognisable as benefits?

Bruce

Posted 1181 days ago

I guess a key aspect of change in this context is to ensure that everybody who is effected by the change has some real benefits for them personally.

Bruce

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