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Representative POMs are described for Benefits Planning at each level of maturity.

2Basic

• Practice

  Identify benefits at the end outcome level, with basic mapping of benefits to connect the planned changes to the expected outcomes.

  Outcomes

  • There is high-level identification of benefits (end outcome level) with simple benefits mapping.
  • Benefits are described in general terms, but not specifically enough to achieve a clear focus on their ultimate delivery, measurement, or verification.

  Metric

  % of projects/programmes that define benefits at least on a high level.

• Practice

  Identify metrics, targets, and KPIs for some outcomes within benefits maps.

  Outcome

  Some metrics are defined, but not comprehensively and consistently.

  Metric

  % of outcomes with associated metrics.

• Practice

  Establish a benefits/change register to record forecasted benefits and to define owners and metrics.

  Outcome

  A benefits/change register is used to define each benefit, to specify owner accountability, and to indicate how the outcome is to be measured (metrics).

  Metric

  % of projects/programmes for which a benefits owner is identified.

• Practice

  Prepare a basic benefits plan for some projects/programmes.

  Outcome

  Basic benefits tracking is facilitated for some projects/programmes.

  Metric

  % of projects/programmes that are supported by a benefits plan.

• Practice

  Make it a requirement for all IT-enabled investments that they have a standard business case that balances their costs and the high-level benefits they are expected to deliver.

  Outcomes

  • There is a common format for business plans, allowing comparison of investments on a cost/benefit basis.
  • A cost focus is often limited to technology delivery and related costs.

  Metric

  % of investments using approved business case format.

• Practice

  Identify strategic drivers for the project/programme.

  Outcome

  There is an ability to justify projects/actions in terms of strategic drivers, and the ability to link benefits to those drivers in general terms only.

  Metric

  % of projects/programmes where strategic drivers are identified.

3Intermediate

• Practice

  Establish relevant metrics, targets, and KPIs for most intermediate and strategic outcomes within benefits maps.

  Outcome

  Relevant targets are established for most outcomes.

  Metric

  % of benefits registers where metrics, targets, and KPIs are defined.

• Practice

  Establish a detailed benefits/change register.

  Outcome

  The benefits/change registers' format and detail are routinely consistent across programmes in terms of specific description, metrics, targets, milestone dates, baselines, metrics, and accountabilities.

  Metric

  % of projects/programmes that use comprehensive and consistent benefits registers for their projects.

• Practice

  Prepare a formal benefits plan for most change initiatives (the plan includes a benefits map and benefits register, and coordinates actions by IT and the business).

  Outcomes

  • A formal benefits plan (including a benefits map and benefits register) is prepared for most change initiatives.
  • There are integrated IT and business coordinated actions to deliver benefits.

  Metric

  % of projects/programmes that are supported by a robust benefits plan.

• Practice

  Mandate a benefits map and a benefits plan as part of the standard business case.

  Outcome

  There is a robust business plan that focuses justification on the achievement of benefits.

  Metric

  % of business cases that include a benefits map and a benefits plan.

• Practices

  • Identify and map outcomes, changes, and benefits using a structured or recognized mapping technique.
  • Apply mapping either at the programme level or at a broad business benefit level.

  Outcomes

  • There is identification of dependencies between benefits and mapping of benefits to goals.
  • Benefits maps include all outcome and business change dependencies leading to business benefits.
  • Prioritization of the portfolio is now possible based on the benefits map, but is not consistently practised.

  Metric

  % of projects/programmes that use structured benefits mapping.

• Practice

  Establish the relationship and interactions between benefits and the changes necessary in the business, the technology, the organization, the processes, and the stakeholders (BTOPS) to achieve them.

  Outcome

  The business changes which are necessary and sufficient for benefits realization are identified and mapped.

  Metric

  % of benefits maps that include required changes in all five categories:- Business- Technology- Organization- Process- Stakeholders.

4Advanced

• Practice

  Forecast cost savings and commit these into operational budgets.

  Outcome

  Accountability for benefits delivery is established.

  Metric

  % of projects/programmes where forecasts are booked into budgets.

• Practice

  Use the benefits plan as the driver of the overall project/programme plan.

  Outcome

  The benefits plan is used as the basis for decisions (such as stage-gating) within the overall project/programme plan.

  Metric

  % of project/programme plans that are benefits led.

• Practice

  Apply benefits mapping at both strategic and programme levels and mandate benefits plans and business cases.

  Outcomes

  • Detailed benefits maps are used for designated levels of change initiatives.
  • Benefits maps are incorporated into the benefits plan.
  • Benefits maps are routinely used in business plans.

  Metric

  % of the change portfolio with benefits mapping evident in projects, programmes, and business plans.

• Practice

  Prioritize the portfolio of IT investments based on benefits maps.

  Outcome

  Benefit mapping is a key factor in determining the relative priority of new change investment proposals.

  Metric

  % of proposed projects/programmes where benefits are used to determine priority.

• Practices

  • Formalize a benefits plan.
  • Identify relevant metrics, targets, and risks associated with all BTOPS changes.

  Outcome

  The benefits plan is used and managed as an integral part of the programme/project plan.

  Metric

  % of programme and project plans with a distinct benefits plan included.

5Optimized

• Practice

  Manage the performance of the portfolio of IT investments based on benefits maps.

  Outcome

  Benefit planning processes are integrated with organization-wide portfolio planning and performance management systems, allowing for continual re-evaluation of both individual programmes and the overall portfolio to optimize benefits and maximize value.

  Metric

  % of projects/programmes where benefits planning processes are integrated with organization-wide planning and performance management systems.