Benefits Enablement
Determine the wider organizational change necessary to realize the intended benefits from IT-enabled change.
Improvement Planning
Practices-Outcomes-Metrics (POM)
Representative POMs are described for Benefits Enablement at each level of maturity.
- 1Initial
- Practice
- Monitor and track changes and benefits in an ad hoc manner.
- Outcome
- The control focus is primarily on project deliverables rather than benefits.
- 2Basic
- Practice
- Specify changes that should occur or have occured in work and organizational design for some projects/programmes.
- Outcome
- The solution design for some projects/programmes include consideration of business processes, work practices, roles, structures, performance measures and changes.
- Metric
- % of projects/programmes that show some relationship between business changes and realizing benefits.
- Practice
- Manage project scope with most of the focus on deliverables and only tenuous reference to benefits.
- Outcome
- The project scope is mostly deliverable-oriented.
- Metric
- % of projects that are driven by benefits realization.
- Practice
- Build planned changes in work and organizational design into the project implementation plan.
- Outcome
- Some planned organizational changes are delivered.
- Metric
- % of organizational change initiatives that are delivered.
- Practice
- Monitor and track project changes to include benefits but predominantly focus on end-outcomes.
- Outcomes
- The business case predominantly includes information on end-outcomes.
- Low insight is evident into how the organization will be equipped or enabled to bring about the benefits.
- Metric
- % of projects where the business case focuses predominantly on end-outcomes.
- 3Intermediate
- Practice
- Specify changes that occur in work and organizational design for all projects/programmes.
- Outcome
- The solution design for all projects/programmes include consideration of business processes, work practices, roles, structures and performance measures.
- Metric
- % of projects/programmes that specify changes in all five categories: Business, Technology, Organization, Process, Stakeholders.
- Practice
- Manage project scope with some consideration given to benefits achievement.
- Outcomes
- Most projects are framed as benefits-driven.
- The benefits plan is largely incorporated into the project plan.
- Metric
- % of projects that are driven by benefits realization.
- Practice
- Include benefits delivery ownership/roles (IT & Business) in the design of project/programme teams.
- Outcome
- Team design enables beneifts realization
- Metric
- % of projects where benefits ownership is considered during team design.
- Practice
- Implement and monitor planned organizational changes as part of the project plan for most projects.
- Outcome
- Most planned organizational changes are delivered.
- Metric
- % of organizational change initiatives that are delivered.
- Practice
- Update the business case for projects as required.
- Outcome
- An up-to-date business case is maintained, including costs, benefits and risks.
- Metric
- % of projects that regularly update their business case.
- Practice
- Perform low-level, static benefits risk assessment for most projects.
- Outcome
- The benefits risk register and plan are incorporated into the benefits plans of most projects.
- Metric
- % of projects/programmes that include benefits risk register and plan.
- Practice
- Review the progress of most projects during execution against outcome targets in the benefits plan.
- Outcomes
- Insights into the realization of benefits are available.
- Intermediate outcomes on benefits maps are tracked and controlled.
- Metric
- % of projects where the benefits realization progress is checked against the targets.
- 4Advanced
- Practice
- Allow changes to project scope only after considering the impact on benefits.
- Outcome
- All projects are framed as benefits-driven; the benefits plan is incorporated into the project plan.
- Metric
- % of projects that are driven by benefits realization.
- Practice
- Follow an adaptive project lifecycle responding to any changes impacting on benefits.
- Outcome
- Business cases are reviewed, updated and re-evaluated throughout the life of IT-enabled change initiatives, and the appropriate decisions are made to continue, change or cancel the project.
- Metric
- % of projects where business cases are regularly reviewed and updated throughout the life-cycle.
- Practice
- Involve business leadership and stakeholders at all stages of the project.
- Outcome
- The scope (management) of project delivery is on achievement of benefits and outcomes rather than technology delivery alone.
- Metric
- % of projects that have a clear focus on the achievements of benefits.
- Practice
- Implement and monitor planned organizational changes as part of the project plan for all IT-enabled projects.
- Outcome
- Planned organizational changes are consistently delivered across all IT-enabled projects.
- Metric
- % of organizational change initiatives that are delivered.
- Practice
- Conduct dynamic benefits risk assessment and update risk registers for all IT-change initiatives.
- Outcomes
- The benefits risk register and plan are continually reviewed and updated.
- Benefit risk mitigations are addressed routinely.
- Metric
- % of benefits risk registers/plans that are dynamically reviewed and updated.
- Practice
- Collaborate between the IT and the rest of the business to ensure benefits plan execution and delivery of final benefits from investment.
- Outcome
- There is continual benefits monitoring and communication of performance.
- Metric
- % of projects where benefits are realized to a large extent.
- 5Optimized
- Practice
- Continually learn and improve from previous projects, with feedback to portfolio decision-making.
- Outcomes
- Benefits assessment and realization is realized throughout the entire organization.
- The benefits of projects are realized to a large extent.
- Metric
- % of projects where benefits are realized to a large extent.