Mr. Zelikovitz will discuss the improtance of developing and implementing a culture and processes that enable an organization to align its projects with the strategic objectives of the organization through an effective Benefits Realization Management process. With a focus on PMI's 2016 Thought Leadership Series - Creating lasting value: Benefits Realization Management, Mr. Zelikovitz will highlight a number of key issues including, but not limited to:
Strengthening benefits awareness within the C-suite and with project management practitioners;
Who is responsible for identifying, managing and sustaining project benefits - establishing benefits ownership and accountability;
How do you measure benefits (tangible and intangible), and how should they be prioritized.
Separation of Lanthanides/ Lanthanides and Actinides
500 - Management of Project Benefits
1. Embracing Benefits Realization Management
From Identification to Management
to Sustainment
PMI Montreal Symposium
April 4th, 2017
Evan Zelikovitz, Corporate & Government Relations Manager (Canada), PMI
2. Presentation Agenda
• Embracing Benefits Realization Management (BRM) to
Achieve Project Success
• What’s happening in the Project Management – PMI
world
– Pulse of the Profession 2017
– PMIAA Legislation in the United States
2
4. PMI Materials on
Benefits Realization Management?
Pulse of the Profession®
In-Depth Reports
Thought Leadership Series
4
5. What is BRM?
Source: PMI’s 2016 Thought Leadership Series, Creating Lasting Value: Benefits realization management
5
6. Value of BRM
more likely to
realize project
objectives
more likely to
meet or exceed
target ROI
Companies that report mature BRM capabilities
Source: PMI’s 2016 Thought Leadership Series, Creating Lasting Value: Benefits realization management
6
8. Source: PMI’s 2016 Pulse of the Profession® In-Depth Report on Benefits Sustainment
Everyone is interested but few are doing it well1
Confusion about who is responsible2
Looking for the easy answer3
3 Challenges with Benefits Realization
8
9. Source: PMI’s 2016 Pulse of the Profession® In-Depth Report on Benefits Sustainment
Everyone is interested but few are doing it well1
Confusion about who is responsible2
Looking for the easy answer3
3 Challenges with Benefits Realization
9
10. Key Barriers to BRM
• Culture and attitude
• Communication
• Difficulty measuring benefits – creating metrics
– Only 36% create metrics for identified benefits
• Failure to define and assign roles and responsibilities
10
11. Improving the Dialogue Between the Project
and Executive
Effective benefits management requires a formal approach
that should start before the project itself.
• While nearly three quarters of organizations identify
expected benefits before the project starts, 83% report
lack of maturity in sustaining the identification and
monitoring of benefits received as a result of the
project.
• This suggests a lack of a formal process to sustain this
quest to identify and sustain the monitoring of return
from the project effort,
11
12. 3%
13%
21%
24%
24%
26%
33%
34%
39%
47%
51%
52%
63%
67%
67%
0% 10% 20% 30% 40% 50% 60% 70%
Other
Shareholder equity
Training, morale, or retention of employees
Environmental protection
Workplace safety
Corporate image or PR value
Product/service portfolio expansion
Margin improvement
Customer retention or loyalty
Revenue generation
Aligment of resources with strategy
Return on investment (ROI)
Efficiency of operations
Achievement of strategic business objectives
Customer user satisfaction
Commonly Identified Benefits
12
13. Source: PMI’s 2016 Pulse of the Profession® In-Depth Report on Benefits Sustainment
1%
6%
21%
36%
37%
4%
15%
27%
31%
23%
Benefits Identified at Start Benefits Realization Assessed at End
73%
54%
Always
Often
Sometimes
Rarely
Never
Half of Organizations Look to See if Benefits
Were Realized
13
14. Benefits Should be Part of the Business
Case
41%
of organizations explicitly
identify the goals and
business intent of a
project
29%
identify metrics to assess
whether a project has
delivered the expected
benefit
14
15. Source: PMI’s 2016 Pulse of the Profession® In-Depth Report on Benefits Sustainment
Everyone is interested but few are doing it well1
Confusion about who is responsible2
Looking for the easy answer3
3 Challenges with Benefits Realization
15
16. Questions – “Ownership of Benefits”
• Within your organization, who is responsible for identifying
project benefits?
• Within your organization, who is responsible for ensuring
that benefits are being managed and aligned with your
organization’s strategic goals?
• Since many anticipated benefits will not be seen until after
the project has been delivered, who within your
organization is responsible for benefits monitoring and
measurement?
16
17. Who is Accountable for Benefits?
Source: PMI’s 2016 Pulse of the Profession® In-Depth Report on Benefits Sustainment
40% 30%
40% 50%
20% 20%
80%
?
Project
Manager
Someone in
Senior Mgmt
Project
Manager
Someone in
Senior Mgmt
Who identifies
benefits?
Who determines
whether benefits
were realized?
17
18. Source: PMI’s 2016 Pulse of the Profession® In-Depth Report on Benefits Sustainment
Everyone is interested but few are doing it well1
Confusion about who is responsible2
Looking for the easy answer3
3 Challenges with Benefits Realization
18
21. From the Study – Benefits Identification
“Our benefits identification process
has truly been a cultural shift for
us… at any time, the sponsor can
make a decision to stop the project
if benefits aren’t being realized or
the ROI period is too long… led to a
product rationalization exercise
which saved us US $70 million…
and led to cancel over 80 projects
that had poor to no ROI.
Haresh Desai
Vice President,
Enterprise Project Officer
21
23. Questions and Activities
Questions
Why are we doing the project or
program ─ what are the business
drivers?
What are the measurable
benefits?
Who is accountable for the
benefits?
Who ensures the project benefits
are aligned with strategic goals?
Who signs off on the benefits?
Define objectives and critical success
factors
Recognize and quantify business
benefits
Develop meaningful metrics and key
performance indicators to measure the
delivery of benefits
Establish processes for measuring
progress against planned benefits
Create a communications plan that
shares progress with stakeholders
Activities
23
24. Benefits are about Value Creation
A great project is not the right project if it
has no value to the organization. It is
even less of the right project if it does not
deliver the outcomes creating the value
identified by the organization strategy.
24
25. Doing it Well
Source: PMI’s 2016 Pulse of the Profession® In-Depth Report on Benefits Sustainment
“Good project managers are focused on the
successful execution of their projects.
Excellent project managers are good project
managers who also understand fully how
their project fits in the life cycle of the
strategy their project is implementing, and
make decisions accordingly that ensure
benefits realization.”
Michel Renard, Senior Executive (former),
EMIT Projects, ExxonMobil
Global Services Company
25
26. 2017
Pulse of the Profession®
9th Global Project Management Survey
26
28. Less Waste
For every invested
$1Billion
We see $97
million wasted for
every $1 billion
invested due to
poor project
performance, a
20%
decline from last
year
Note: Amounts represent a percentage that
applies to any currency
28
30. PMIAA: the law of the land
• On 14 December 2016, President Barack Obama signed the
Program Management Improvement and Accountability Act into
law!
30
31. PMIAA: key elements
• Upon implementation, PMIAA will enhance project and program
management leading practices throughout the U.S. federal government
in four important ways:
– Creating a job series and career path for federal program managers
– Developing a standards-based model for program management
consistent throughout the government
– Designating a senior executive in each agency to be responsible
for program management policy and strategy across the agency
– Establishing an interagency council on program management to
align agency approaches across the federal government
31
32. Thank You
Evan Zelikovitz, Corporate & Government Relations
Manager (Canada)
Email: evan.zelikovitz@pmi.org
32
Hinweis der Redaktion
27:30 in recording
Story about government:
In 25-year history of agency, they had never cancelled a project. When it got to gate, they never did it. Think about that dynamic – about leadership at all levels, requires decision making in best interest of organization, not just for one project or program.
We mentioned that not many organizations do benefits realization management well. But in this room we have one of the organizations that is giving it a good go – and is featured in the third report. at Exxon Mobil, benefits sustainment is a cross-functional responsibility.
PLAY VIDEO
While strategy development, implementation and sustainment all carry a cost, sustainment, or operations, also carries benefits. These benefits were:
Envisioned during strategy development
Made possible by strategy implementation—the project,
And hopefully harvested during sustainment