This document discusses benefits management in an agile context. It defines benefits management as identifying, defining, tracking, realizing and optimizing benefits at both initiative and portfolio levels. However, benefits are often only addressed after project delivery. The document contrasts traditional vs agile approaches, noting agile allows for more value to be delivered earlier through regular reviews. It emphasizes the importance of defining measurable business case indicators and reviewing business cases regularly to ensure initiatives still align strategically and benefits will be realized. Regular reviews help determine if further investment is warranted or if initiatives no longer fit and should be terminated.
2. Benefits Management
Textbook Definition
– “The identification, definition, tracking,
realisation and optimisation of benefits at
initiative and portfolio level”
Steve Jenner, Managing Benefits
3. Benefits Management
Real Life Definition
– “What you do after you have delivered
the project”
– “The thing you do once you’ve spent all
the budget”
8. What Defines Project Success?
1st Dimension
– On Time
– On Budget
– To Scope
2nd Dimension
– Did we create business value?
Source: Delivering Major Projects in Government, National Audit Office (UK), 2016
15. An Agile Approach to Delivery Allows
Sponsors To:
1. Review performance to date versus the business case
at regular intervals
2. Check that the direction and end state are still sound
(ie no significant shift in the market or new disruptors)
3. Determine whether the investment is still the best option
for future capital investment (Portfolio Optimization), or
whether further investment is perhaps warranted to
exploit the opportunity.
18. This All Starts with the
Business Case
The Business Case is the Mandate from the
organisation to deliver value
It is not just used to ‘justify’ the investment of
resources, but as a roadmap to value creation
Includes lead indicators to measure
performance during delivery
Should be reviewed regularly to consider
internal and external factors
19. Examples of Measurable
Lead Indicators
Outcome – Reduce Smoking Related Deaths
Lead Indicator – Smoking Rates
Lead Indicator – Quitting Intentions
Outcome – Reduce staff in call centre
Lead Indicator - % of self service transactions
Lead Indicator - % of customers who use similar
technology elsewhere
20. Business Case Reviews
Need to regularly review each business
case to determine:
– Initiatives are still strategically aligned
– Delivery Performance ($, time)
– Benefits are likely to be realised
If an initiative no longer fits, have the
decency to kill it!