Business benefit management guides projects and changes towards new desired state
Business benefit management guides projects and changes towards new desired state. An expected benefit can be described as being the future state that is to be achieved within a company. In PPS the benefit owner is ultimately responsible for describing the expected benefit and for drawing up a Business case.
PPS helps you to achieve a common working method by offering you complete support for business benefit management. I the PPS model you will also find startegic management and project management. This will ensure that all the roles in the organisation share the same approach and can work using the dame terms and expressions. There is also support in the form of processes, templates, checklists and what we call skills. Skills describe how you do things.
Evaluating and describing an expected benefit at a certain cost, at a certain time and with the result described in the form of a benefit object, often involves a hugh amount of work. This is summarised in a Business case and is supplemented by an approved benefit realisation plan. The estimated costs and benefits are compiled and compared in the Business case. The costs for assessing the estimated need for change should be included, in addition to the project costs. In addition to this, a plan for how the expected benefit will be achieved, will also be included.
In parallel with the project the benefit owner is also responsible for ensuring that the change activities in the business are prepared and communicated. This is to ensure that business is prepared to receive the results of the project and the activities.
It is the benefit owner who is responsible for ensuring that the right people are involved in the reference group’s activities, so that it really leads to right opinions and points of view being utilized by the project and that all stakeholders accept the results of the project. The resource owners for users and managers must be engaged and organised to secure effective communication between the project and the business side.
Benefit realisation, where both changes and benefits are followed up upp and measured over time, is a toll used to steer towards the expected benefit. It is monitored to show that everything works as planned or whether more or other actions are required to achieve the benefit.
The basis for achieving the benefit is that the project is formed and managed based on a Business case, that the reference group work well and give acceptance, and that business changes are well-organised and are actively lead.
Sometimes an benefit owner will delegate responsibility for realising an expected benefit to a programme. In that case it is programme management who describes and specifies the details of the expected benefit. Programme management, consisting of a programme manager and change manager is responsible for coordinating the work ad securing that the change i verksamheten is achieved and that the expected benefit is realised. The expected benefit will be the objective of the programme.