To recap on my previous post managers who commission a project need to think about the following:
- Be clear about the benefits they are buying – your project is costing £xxx what are you getting for that money? Are you sure?
- failing projects do not have brilliant business cases
- That in most cases you can trace the failure of a project back to the start of the project
- Beware of staff time saving, they are only vouchers – how will they actually be cashed?
- The business must own the benefits realisation process.
So how does a business go about being thorough?
Steve Jenner suggests having a ‘fool’ to ask the questions that others don’t dare ask and to identify those ‘assumptions that masquerade as facts’ – where I worked that was me.
Benefits Realisation Process
I devised a Benefits Realisation Process so that I could have a framework to work to and to teach others the methodology:
I will talk more about the benefits register, benefits map and the development of the business case in future blogs.