The Value of Benefits

If you can’t track it, you can’t manage it!

 

Applying Earned Benefit Management

SERIES ARTICLE

By Crispin ‘Kik’ Piney

Southern France

 



Introduction: Reminder on Benefits Maps

In the first of this series of articles [Piney, 2018a; Piney, 2018b], I presented the basic ideas around program and portfolio. These concepts were illustrated on a simple case study. This introduction provides a brief reminder of these ideas.

Benefits and Benefits Mapping

As stated in the earlier article, whereas, for projects, you need to be able to specify precisely what you want to create, for programs as well as for portfolios, the objective is different. The question to be answered in this case is “how can I achieve a specific business or strategic benefit?” The approach for defining the solution is to create a benefits map. The output of this mapping exercise is a logical network that can be read in two directions.

The map illustrates how to make the benefits happen. Once the required benefits have been defined by the strategic sponsor, you need to determine all of the steps that are required in order to identify the component projects required in order to achieve the strategic objectives. The dependencies between these logical steps are quantified with respect to the size of the contribution of the source node to the required result. In conjunction with the forecast value of the strategic objectives, this link information allows the forecast contribution of every node in the benefits map to be evaluated. Comparing the calculated contribution of each component project with its estimated cost provides a measure of its business value: its forecast benefit-cost ratio.

The Case Study

The business objective of the program in this example is to increase profits for an organization in the area of customer service. For the purpose of the case study, strategic analysis has shown that increased customer satisfaction with after-sales support enhances business results and has the potential for delivering a benefit of €300,000 per annum compared with the current level of business. The steps to achieving this benefit have then been developed from this required strategic outcome all the way across to identifying the projects required. Analysis of this solution indicates that it will also lead to an increase in operational costs amounting to 25% of the corresponding benefit, thereby reducing the net benefit to be achieved by the program. The benefits map for this program, including all of the financial numbers mentioned above is shown in Figure 1. One important point about this case study is that, although the overall figures show a healthy return on investment, one component project (B: Call Handling Tool) costs more to develop than in contributes to the final benefit. The first article, however, explained why its inclusion was justified.

The benefits map provides you with a static view of the forecast result of the completed program. However, the addition of the Earned Benefit concept to benefits mapping provides additional, essential information for tracking the performance of the program during implementation.

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About the Author


Crispin Piney

South of France

 

 

After many years managing international IT projects within large corporations, Crispin (“Kik”) Piney, B.Sc., PgMP is now a freelance project management consultant based in the South of France. At present, his main areas of focus are risk management, integrated Portfolio, Program and Project management, scope management and organizational maturity, as well as time and cost control. He has developed advanced training courses on these topics, which he delivers in English and in French to international audiences from various industries. In the consultancy area, he has developed and delivered a practical project management maturity analysis and action-planning consultancy package.

Kik has carried out work for PMI on the first Edition of the Organizational Project Management Maturity Model (OPM3™) as well as participating actively in fourth edition of the Guide to the Project Management Body of Knowledge and was also vice-chairman of the Translation Verification Committee for the Third Edition. He was a significant contributor to the second edition of both PMI’s Standard for Program Management as well as the Standard for Portfolio Management. In 2008, he was the first person in France to receive PMI’s PgMP® credential; he was also the first recipient in France of the PfMP® credential. He is co-author of PMI’s Practice Standard for Risk Management. He collaborates with David Hillson (the “Risk Doctor”) by translating his monthly risk briefings into French. He has presented at a number of recent PMI conferences and published formal papers.

Kik Piney is the author of the book Earned Benefit Program Management, Aligning, Realizing and Sustaining Strategy, published by CRC Press in 2018

Kik Piney can be contacted at [email protected]

To view other works by Kik Piney, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/crispin-kik-piney/

 

 

Benefits Maps You Can Count On

If you can’t measure it, you can’t manage it!

If you measure it wrong, you can’t control it!

 

Applying Earned Benefit Management

SERIES ARTICLE

By Crispin (“Kik”) Piney, PgMP, PfMP

South of France

 



Introduction: The Limitations of Current Benefits Maps

Whereas, for projects, you need to be able to specify precisely what you want to create, for programs as well as for portfolios, the objective is different. The question to be answered in this case is “how can I achieve a specific business or strategic benefit?” The approach for building the solution is to create a benefits map. There are four principal models for this (Fujitsu’s/Thorp’s ‘Results Chain’ [2007]; Cranfield’s ‘Benefits Dependency Network’ [Peppard et al. 2007]; MSP’s ‘Benefits Map’ [Office of Government Commerce 2011]; and Bradley’s ‘Benefits Dependency Map’ [Bradley 2010]) and they all work on similar principles [White 2015, Jenner 2013, and Jenner 2014]. The output of the mapping exercise is a logical network that can be read in two directions as explained next.

The map illustrates how to make the benefits happen. Once the required benefits have been defined by the strategic sponsor, the following steps allow you to build the map. You need to determine, in order: the changes to the environment that are required in order allow the benefit to occur (“outcomes”); what we need to be able to do if we want to change the environment in this way (“capabilities”); what tools we need in order to create these capabilities (“deliverables”); and, finally, what we need to do to create the tools (“component projects”).

This chain can be read in the reverse direction to explain why each step is necessary: from project to deliverables, to the capabilities of these deliverables, to the outcomes of applying the capabilities, to the benefits associated with the outcomes.

The diagrams associated with the development of the case study explained below provide examples of benefits maps (figures 1 to 5).

In the same way that the London Underground map gives no indication of cost or distance, current benefits maps do not provide a complete set of numbers to allow you to plan every aspect of your journey. I have found some tools that go part of the way to quantifying the map – such as P3M [P3M] and the tool from Amplify [Amplify]. However, even these tools do not provide a credible view of the allocations and contributions for every node in the map.

Without these numbers, business justification and modelling are incomplete. The same holds for performance planning, optimization, tracking, and review with respect to the required benefits.

This article explains how to fill this gap and evaluate some of the missing numbers. It is explained based on the following case study.

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Editor’s note: This series is by Crispin “Kik” Piney, author of the book Earned Benefit Program Management, Aligning, Realizing and Sustaining Strategy, published by CRC Press in 2018. Merging treatment of program management, benefits realization management and earned value management, Kik’s book breaks important new ground in the program/project management field. In this series of articles, Kik introduces some earned benefit management concepts in simple and practical terms.



About the Author


Crispin (Kik) Piney

Author, Business Advisor
South of France

 

 

After many years managing international IT projects within large corporations, Crispin (“Kik”) Piney, B.Sc., PgMP is now a freelance project management consultant based in the South of France. At present, his main areas of focus are risk management, integrated Portfolio, Program and Project management, scope management and organizational maturity, as well as time and cost control. He has developed advanced training courses on these topics, which he delivers in English and in French to international audiences from various industries. In the consultancy area, he has developed and delivered a practical project management maturity analysis and action-planning consultancy package.

Kik has carried out work for PMI on the first Edition of the Organizational Project Management Maturity Model (OPM3™) as well as participating actively in fourth edition of the Guide to the Project Management Body of Knowledge and was also vice-chairman of the Translation Verification Committee for the Third Edition. He was a significant contributor to the second edition of both PMI’s Standard for Program Management as well as the Standard for Portfolio Management. In 2008, he was the first person in France to receive PMI’s PgMP® credential; he was also the first recipient in France of the PfMP® credential. He is co-author of PMI’s Practice Standard for Risk Management. He collaborates with David Hillson (the “Risk Doctor”) by translating his monthly risk briefings into French. He has presented at a number of recent PMI conferences and published formal papers.

Kik Piney is the author of the book Earned Benefit Program Management, Aligning, Realizing and Sustaining Strategy, published by CRC Press in 2018

Kik Piney can be contacted at [email protected].

To view other works by Kik Piney, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/crispin-kik-piney/

 

 

Applying Earned Benefit

Introduction to a new Series

By Crispin (“Kik”) Piney, PgMP, PfMP

France

 



PM World Journal has kindly agreed to publish a series of articles based on my recent book ”Earned Benefit Program Management”. These articles will appear on a monthly or bi-monthly schedule and are planned to cover the following topics:

  1. “Benefits Maps You Can Count On” will explain how to develop and quantify a model to describe the steps required in order to deliver the strategic benefits from a program or portfolio of projects.
  1. “Introduction to Earned Benefit” will provide an initial introduction to this novel performance measurement technique that builds on the Earned Value Method to focus on achievement of the planned beneficial outcomes.
  1. “Completing the Benefits Map” will develop the benefits map quantification further to provide intermediate cost/benefit values for all components of the benefits map.
  1. “Enhanced Earned Benefit” will address the challenges raised by “essential dependencies” between components and their effect on realistic earned benefit calculations.
  1. “Using the Benefits Map to Understand Stakeholder Attitudes” will demonstrate how the fully-quantified benefits map can be used for advanced stakeholder analysis.
  1. “Benefits Map Risk Analysis” will present an original concept that goes beyond the ideas in the book to address analysis of the risks associated with the assumptions in the benefits map.

Reference

Piney, C. Earned Benefit Program Management, Aligning, Realizing and Sustaining Strategy. CRC Press, 2018

Editor’s note: We are excited to announce this new series of articles by Kik Piney, based on his book recently published by CRC Press, Taylor and Francis Group. Merging treatment of program management, benefits realization management and earned value management, Kik’s book breaks important new ground in the program/project management field.  What could be more important to program and project stakeholders than realizing and accounting for benefits as they occur?



About the Author


Crispin (“Kik”) Piney

France




After many years managing international IT projects within large corporations, Crispin (“Kik”) Piney, B.Sc., PgMP is now a freelance project management consultant based in the South of France. At present, his main areas of focus are risk management, integrated Portfolio, Program and Project management, scope management and organizational maturity, as well as time and cost control. He has developed advanced training courses on these topics, which he delivers in English and in French to international audiences from various industries. In the consultancy area, he has developed and delivered a practical project management maturity analysis and action-planning consultancy package.

Kik has carried out work for PMI on the first Edition of the Organizational Project Management Maturity Model (OPM3™) as well as participating actively in fourth edition of the Guide to the Project Management Body of Knowledge and was also vice-chairman of the Translation Verification Committee for the Third Edition. He was a significant contributor to the second edition of both PMI’s Standard for Program Management as well as the Standard for Portfolio Management. In 2008, he was the first person in France to receive PMI’s PgMP® credential; he was also the first recipient in France of the PfMP® credential. He is co-author of PMI’s Practice Standard for Risk Management. He collaborates with David Hillson (the “Risk Doctor”) by translating his monthly risk briefings into French. He has presented at a number of recent PMI conferences and published formal papers.

Kik Piney can be contacted at [email protected].

To view other works by Kik Piney, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/crispin-kik-piney/