By J. LeRoy Ward
October 23, 2019
Is it possible to deliver a project on time, on budget, and to scope and still have an unsuccessful project?
Now more than ever, the answer is yes – because today’s projects are all about benefits and value.
A benefit is an outcome or a result from actions, behaviors, products or services that are important or advantageous to specific individuals or groups, such as stakeholders. The value of the project is what the benefits are worth to someone, typically in monetary terms. And managing those benefits, meaning making sure they’re delivered, is called benefits realization management.
The Benefits Realization Plan (BRP) is an instrumental part of benefits realization management. What’s that and what does it include? Let’s take a look.
The Business Realization Plan (BRP)
- Documents all the activities the team is going to complete to achieve the planned benefits
- Provides a timeline for when the benefits are going to be delivered, and outlines who’s responsible for getting the job done
- Most importantly, it describes how those benefits are going to be sustained over the long run
Some suggested topics you should include in the plan:
- The purpose of the project
- The benefits to be delivered
- How each benefit will be measured
- Roles and responsibilities of key stakeholders
- The schedule for delivering the benefits
- Any changes to systems and processes
- How the benefits will be transitioned and sustained by the organization
Right about now you might be thinking, isn’t project management loaded with enough plans? Do I really have to prepare yet another plan?
The answer is yes, but the good news is, it doesn’t have to be as bureaucratic or time-consuming as it sounds.
To give you a head start, here are my five tips for developing the BRP:
Tip No. 1
Use the business case as a point of departure. It contains a lot of useful information about the need and justification for the project.
Tip No. 2
Interview your key stakeholders. Make sure you understand what they’re expecting when the project is done. After all, they’re the folks who decide whether the project was successful or not.
Tip No. 3
Gather as many good ideas and suggestions as you can about the whole benefits process by tapping into the minds of your stakeholders using techniques like brainstorming sessions, focus groups, and other approaches. People want to help and be engaged. Give them every opportunity to do so.
Tip No. 4
Do everything humanly, and inhumanly, possible to get the sponsor involved. PMI research shows that an actively engaged sponsors the top driver of project success.
Tip No. 5
Make sure you put the benefits in writing and get the appropriate people to approve them. It’s not YOUR project, it’s THEIR Project; it’s their benefits.
J. LeRoy Ward is a highly respected consultant and adviser to Global Fortune 500 Corporations and government agencies in the areas of project, program, and portfolio management. With more than 38 years of government and private sector experience, LeRoy specializes in working with senior executives to understand their role in project and program sponsorship, governance, portfolio management and the strategic execution of projects and programs.