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

2Basic

• Practice

  Specify changes that should occur or should have occurred in work and organizational design for some projects/programmes.

  Outcome

  The solution design for some projects/programmes includes consideration of business processes, work practices, roles, structures, performance measures, and changes.

  Metric

  % of projects/programmes that show some relationship between business changes and the realization of benefits.

• Practice

  Manage project scope with most of the focus on deliverables, with potentially some 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 focus predominantly 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 should 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 and business) in the design of project/programme teams.

  Outcome

  Team design is driven by benefits ownership.

  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 as required based on changes to the project.

  Outcome

  An up-to-date business case is maintained, and includes 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 a 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 life cycle 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 on 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 that the benefits plan is executed and that the final benefits from the investment are delivered.

  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 embedded in the culture 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.