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Representative POMs are described for Practice Evolution, Innovation, and Sharing at each level of maturity.

2Basic

• Practice

  Provide education related to business value/project management.

  Outcome

  Consistent language and practices are introduced/developed across the organization.

  Metric

  % of project sponsors benefits owners, team members engaged in benefits education.

• Practice

  Consistently carry out benefits reviews with a focus on practice adoption and improvement.

  Outcome

  More consistent, effective adoption of benefits practices occurs.

  Metric

  % of projects where benefits reviews are carried out that include outcomes related to benefits practice adoption and improvement.

3Intermediate

• Practice

  Define a project team role (e.g. ‘product manager’) who is responsible for benefits practices and to be the ‘lead’ for benefits realization

  Outcome

  A well established approach to having benefits leadership within project teams is evident.

  Metric

  % of projects with formal benefits/product manager role.

• Practice

  Design project teams to include expertise in benefits and change management.

  Outcome

  Project teams have expertise to apply benefits practices effectively to the challenges faced by the project.

  Metric

  % of project teams including experienced benefits practitioners.

• Practice

  Plan the movement of people to share benefits assessment and realization expertise across projects.

  Outcome

  Sharing of benefits assessment and realization experience between projects is evident.

  Metric

  % of project teams including experienced benefits practitioners.

• Practice

  Plan adoption of benefits practices as part of project plans.

  Outcome

  Adoption of new and existing benefits practices occurs.

  Metric

  % of projects where benefits practice adoption is included in both plan and benefits reviews.

4Advanced

• Practice

  Flag all benefits assessment and realization-related initiatives centrally and co-ordinate between the different interested organizational functions and/or units.

  Outcomes

  • Competing benefits assessment and realization-initiatives are identified early.
  • Overlap and duplication of effort is avoided.
  • Cross-organizational collaboration on benefits assessment and realization is enhanced.

  Metric

  % of BAR initiatives that involve collaboration between different organizational functions and units.

• Practice

  Incentivize senior managers to provide leadership and to collaborate on benefits realization with other functional and unit managers.

  Outcome

  Benefits realization becomes a cross-functional and organization-wide collaborative practice.

  Metric

  % of managers incentivized to provide leadership and to collaborate with other functions and units on benefits realization.

• Practice

  Support financial management, change management and portfolio management at the strategic planning level with cross-functional senior management collaboration.

  Outcome

  Financial and change management agendas are integrated in strategic planning and portfolio management.

  Metric

  % of strategic objectives and priorities that include cross-cutting contributions and outcomes.

• Practice

  Incentivize and assess project and programme managers on benefits realization as much as on project/programme delivery metrics related to time, budget, quality, stakeholder and scope management.

  Outcome

  Benefits are tracked from project initiation to realization by the majority of project and programme managers for most projects.

  Metrics

  • % of project/programme managers tracking benefits from project initiation to realization
  • % of project/programme manager recognition and incentives based on BAR.

• Practice

  Align benefits realization with end-to-end contract and partner management.

  Outcome

  Outsourcing supplier selection and Service Level Agreements (SLAs) are designed and managed with a focus on benefits realization.

  Metric

  % of outsourced contracts and performance related SLAs designed to optimize benefits management and realization.

• Practice

  Provide experts/leaders' benefits assessment and realization input to project teams to help adapt and follow through a benefits approach and practices — i.e. coaching/mentoring.

  Outcome

  Portfolio level/senior leadership roles provide advice as projects are set up and managed (leadership may reflect experience rather than role in hierarchy).

  Metric

  % of projects getting advice/support in relation to benefits realization.

• Practice

  Run project kick-off workshops with the project team and relevant stakeholders (e.g. steering group) including time to work together to apply key benefits practices to the project and confirm the approach to benefits realization.

  Outcome

  There is effective adoption of benefits practices as a shared way of working by the team, through work on benefits planning, delivery and harvesting.

  Metric

  % of projects where a team workshop is run to embed relevant benefits practices in the approach to the project.

• Practice

  Provide for senior leaders to build expertise in leadership/sponsorship of agile, benefits-driven projects.

  Outcome

  Promotion/development criteria and plans include leadership of benefits practice development and benefits-driven projects.

  Metric

  Examples of promotions reflecting benefits leadership.

• Practice

  Plan for phased adoption of benefits practices across the portfolio.

  Outcome

  Gradual development of benefits matures.

  Metric

  Regularly updated maturity development/practice adoption plan.

• Practice

  Encourage innovation in benefits practices and approaches and spotting new opportunities/innovations in benefits assessment and realization.

  Outcome

  Evolution/improvement of benefits practices and related resources occurs.

  Metric

  Benefits practice ideas and improvements coming from practitioners.

• Practice

  Establish pre-project review of ‘lessons learned’ from previous or similar projects.

  Outcome

  Sharing of benefits learning between projects occurs.

  Metric

  % of project teams including pre-project ‘lessons learned’ review.

• Practice

  Make benefits assessment and realization training widely available and integrated into the professional development plans of managers in a broad range of professions and in functions influential to benefits realization, including those working in: finance, strategy/policy, HR, IT, project and portfolio management and other key aspects of operational delivery.

  Outcome

  Benefits assessment and realization as a practice is widely understood right across the organization by most managers in all the key professions that can strongly influence or contribute towards collaborative benefits management.

  Metric

  % of managers from different professions trained in benefits assessment and realization practices able to communicate the key concepts in clear and simple terms to their staff and colleagues.

• Practice

  Establish an active internal community of practice to provide leadership for education and continued development related to IT-enabled change and benefits realization.

  Outcome

  Sharing and evolution of practice based on input from practitioners occur.

  Metrics

  • Number of active members of an internal BAR community of practice.
  • Level of internal community activity (examples of practice, artefacts, improvements etc.).

5Optimized

• Practice

  Participate in external active communities of practice to provide leadership for education and continued development related to IT-enabled change and benefits realization.

  Outcome

  Sharing and evolution of practice based on input from practitioners.

  Metrics

  • Number of active members of an external BAR community of practice.
  • Level of external community activity (examples of practice, artefacts, improvements etc.).

• Practice

  Actively engage in reaching out and learning about new benefits practices.

  Outcome

  There is rapid development of benefits maturity.

  Metric

  Attendance at benefits conferences; engagement with research; piloting of new practices/improvements within specific projects.

• Practice

  Target initiatives to innovate practices, typically as part of specific projects, portfolio level skills and capacity planning.

  Outcome

  There is rapid development of benefits maturity.

  Metric

  Portfolio level skills and capacity plan; planning includes management and community.