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Benefits Realization Management for Enterprise Success

FEATURED PAPER

By Alessandro Bolloni, PMP

Switzerland
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1.         Introduction

Any investment in a change is a response to a business need related to Corporate Strategic Planning, and Programs are usually initiated to deliver such organizational transformations aimed at achieving the expected business objectives. Benefit Realization Management (BRM) is the process of managing an investment in a change, so that the probability of achieving the expected benefits is increased. It is a continuous process running through the complete life cycle of an organization, and it should be the core process of any change initiative, the backbone and driver for all the change in any program.

Although benefits are the ultimate deliverables of a Program, BRM should lay the foundations for the program management rather than being the afterthought. Benefits cannot be relied upon to happen, success depends on the identification and management of the right set of changes which should generate the desired outcomes, requiring constant follow up for refinements and for remediation in case benefits are not delivered as expected.

It’s not uncommon for a project or program to release a deliverable (a product, a process, or any other produce) of high quality, i.e. compliant with the stated Business Requirements, but the end users are still unhappy and unwilling to benefit of the deliverable. Expressing a business need in the form of structured Business Requirement is a hard work, requiring expertise from both the project team and the business stakeholders, abstraction skills and willingness to spend time on an iterative explanation of day-by-day user experience and objectives that may result in becoming annoying, and perceived as a waste of time. Focusing on the business deliverable more than on the technical ones, BRM helps increasing user satisfaction by identifying and delivering services that users want and will use, engaging the business stakeholders by giving them a sense of ownership from the outset and through the entire lifecycle of the change initiative.

It is paramount to recognize that the same outcome can be perceived differently by different stakeholders, and their commitment to the change initiative is closely related to the degree of understanding why the change is happening and what’s the benefit they are going to get.

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About the Author

Alessandro Bolloni, PMP

Alessandro Bolloni is a Global Program Manager in a leading Pharmaceutical organization. Alessandro gained his experience in large international, multi-ethnic organizations in telecom, energy and pharmaceutical sectors. He managed transformation projects, including organizational transformation via outsourcing/offshoring. In these various contexts he gained his reputation as inspirational leader motivated by excellence and result-orientation in achieving challenging objectives. Alessandro published a number of papers and articles on Project and Program Management-related topics such as Risk Management, People Management and Leadership. He is PMP since 2005 and is a fellow of PMI Switzerland Chapter. Alessandro Bolloni can be contacted at [email protected].