Benefits Enablement
Create and sustain the mind-set and supporting practices to enable the organizational change necessary to realize the intended benefits from investments.
Improvement Planning
Practices-Outcomes-Metrics (POM)
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.