Benefits management strategy

Purpose:

Used to establish the approach to managing benefits.

Fitness for purpose checklist:

• Is the Benefits Management Strategy fully integrated into the programme plan?
• Is there evidence of active management of the potential benefits?
• Are the potential benefits clearly identified?
• Is there a clear plan to manage the delivery of those potential benefits?
• Are the benefits understood across the business?

Suggested content:

• Outline description of the programme's benefits and where in the organisation the benefits will occur
• Model of the benefits showing any interdependencies and dependencies on specific areas of change required within the organisation
• Description of the functions, roles and responsibilities for benefits planning and realisation, aligned to the programme's organisation structure
• Review and assessment process for measuring benefits realisation covering who will be involved in reviews and how and when the reviews will be carried out.

Source information:

• Vision Statement
• Blueprint
• Programme Plan

Notes:
There should be a Strategy and supporting Plan for Benefits which clearly shows what will happen, where and when the benefits will occur and who will be responsible for their delivery. The plan for benefits needs to be integrated into or co-ordinated with the programme plan and should be very clear about handover and responsibilities for ongoing operations in the changed state (where the benefits will actually accrue).

There should also be a Tracking Process which monitors achievement of benefits against expectations and targets. The tracking process must be capable of tracking both 'hard' (e.g. cost, headcount) and 'soft' (e.g. image) benefits and operates alongside the changed operation.

Further information:
OGC's Managing Successful Programmes (published by TSO)

See the briefings on Programme Management, Benefits Management