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Benefits Review and Harvesting

C3

Establish oversight mechanisms to ensure that the forecasted benefits are delivered, and that the organization avails of any unexpected benefits that arise.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Benefits Review and Harvesting at each level of maturity.

2Basic
  • Practice
    Oversight of Harvesting is managed by the programme sponsor.
    Outcome
    Harvesting is managed (or delegated) by the programme sponsor.
    Metric
    % of completed projects/programmes with harvest oversight.
  • Practice
    Assign accountability for the harvesting of targeted benefits to business areas.
    Outcome
    Accountability for benefits delivery is at the general business area level.
    Metric
    % of projects/programmes for which a benefits owner is identified.
  • Practice
    Review benefits harvesting at various points after go-live.
    Outcome
    Benefits harvesting in some form is carried out after the project is implemented.
    Metric
    % of projects that review benefits harvesting after go-live.
  • Practice
    No formal processes for work practice evolution at this stage.
3Intermediate
  • Practice
    Establish a post-implementation harvesting steering group to oversee delivery of targeted benefits for some projects/programmes.
    Outcome
    The harvesting team, composed of key IT and other Business stakeholders, oversees benefits delivery and holds benefit owners accountable.
    Metric
    % of completed projects/programmes with a harvesting team.
  • Practice
    Assign accountability to named business individuals for the harvesting of targeted benefits.
    Outcome
    Accountability assignment exists for benefits delivery.
    Metric
    % of completed projects/programmes with accountabilities assigned for harvesting.
  • Practice
    Bake targeted benefits into business unit budgets.
    Outcomes
    • Targeted benefits are baked into corporate systems and processes.
    • Benefit accountability is enforced through budgets and head-counts.
    Metric
    % of projects with benefits baked into budgets.
  • Practice
    Review benefits harvesting throughout the project life cycle.
    Outcome
    Benefits harvesting stage gates are enacted and reviewed throughout the life cycle.
    Metric
    % of projects that review benefits harvesting throughout the life cycle.
  • Practice
    Evolve working practices to achieve targeted benefits.
    Outcome
    Changes are embedded in work practices, and oversight and reward systems throughout the entire organization.
    Metric
    % of projects where work practices are evolving throughout the project.
4Advanced
  • Practice
    Establish a post-implementation harvesting team for all IT-enabled change initiatives above a defined threshold.
    Outcome
    Harvesting teams are standard practice across the organization.
    Metric
    % of completed projects/programmes with a harvesting team.
  • Practice
    Link personal objectives to achievement of committed project/programme benefits.
    Outcome
    Benefit accountability is enforced through individual scorecards and incentives.
    Metric
    % of projects with benefits baked into individual incentives.
  • Practice
    Give business accountability and ownership of evolving work practices and continued benefits harvesting.
    Outcome
    Benefits targets are integrated into the overall organizational performance monitoring.
    Metric
    % of projects where benefits targets are integrated into the overall performance monitoring.
5Optimized
  • Practice
    Recognize business ownership as a routine aspect of delivering benefits through business change.
    Outcome
    Business ownership for benefits delivery and business change is organizationally formalized in job specifications and HR policies.
    Metric
    HR policies and practices mandating business ownership of business change and benefits delivery.
  • Practice
    Integrate formal benefits harvesting into the organization's financial governance.
    Outcome
    Benefits harvesting directly impacts subsequent Financial Planning (savings and revenues reflected in adjusted budgets, cost allocations etc.).
    Metric
    % of projects where benefits harvesting directly impacts financial planning.
  • Practice
    Routinely undergo external harvesting audits.
    Outcome
    Oversight of benefits delivery is done in the context of the overall portfolio.
    Metric
    % of projects where benefits delivery is overseen in the context of the overall portfolio.