Achieving Outcomes & Realising Benefits

During the course of our Programme Management roles we will have determined the critical measures and indicators of success and made arrangements to ensure the programme remains appropriate and on track to deliver the intended outcomes and benefits.

We should continue to check that:

• The planned outcomes remain achievable;
• The planned outcomes are not changed in scope, relationship or value;
• The main stakeholders remain committed and confident that outcomes will be achieved when planned;
• The plan for achieving outcomes is being actively managed;
• The plan is monitored against agreed performance measures/key performance indicators and any problems resolved promptly.

Where key benefits have been identified, such as increased efficiency or more effective service delivery, these should be actively managed in the same way. You must be able to define exactly what a benefit will deliver in a way that can be measured, within realistic timescales, costs and risks. Each benefit must be linked to planned outcomes and each benefit must be assigned to an owner who is accountable for its realisation.

For major programmes, there is likely to be a business change manager coordinating benefits realisation on behalf of the business areas owning the benefits.

The OGC has produced a guide which is designed to help Senior Management understand the key principles involved in managing and delivering business benefits and achieving desired outcomes from change programmes. It also provides a basis to challenge programme and project teams though a set of key questions to help support embedding of good practice throughout the delivery lifecycle.

Download it here: Managing Business Benefits: Key Principles

A more detailed guide on Benefits Management guide has also been produced for delivery team members.

Download it here: Benefits Management