Why benefits realisation should start before the project does

Benefits realisation is a bit like being healthier. Most people say they want to do it, but they somehow never get around to it.

And ‘why’ is an important question. I have heard people talking about finding their ‘why’. Victor Frankl, 20th century Austrian neurologist, psychiatrist & philosopher, said that ‘He who has a why to live can bear almost any how.’

Benefits are the ‘why’ of the project, and boards, executives, senior leaders, customers, stakeholders and the community will almost certianly ask about the ‘why’.

Why are we spending this money? Why do I need to learn this new system? Why should we put up with the noise and disruption?

The ‘why’ feeds into everything. Into change management, into defining what’s in it for the business, into project management, to ensure that what gets delivered will meet the why.

Yet somehow, in my career I have seen many projects finish up without delivering the benefits that were promised. Things get de-scoped. Or worse, the original benefits were so woolly that there is no way to know whether they are delivered or not.

The SMART goal framework is one useful test for evaluating whether a benefit is going to be measurable, because most people have come across it before. Even my GP has had to write up reports using SMART objectives:

• Specific: Clear and well-defined goal.

• Measurable: Trackable progress and results.

• Achievable: Realistic and possible to reach.

• Relevant: Matters to your overall plan.

• Time-bound: Has a clear deadline

But there’s something missing from it. And that is the owner. Who is going to be responsible for realising the benefit after everyone from the project moves on? Who in the business is going to remove the FTE that was going to be saved? Or ensure that the system continues to be used, and new starters continue to be trained in it? And have they been involved in and agreed to the benefits before the project starts?

There are many sophisticated approaches to defining and measuring benefits, and whichever one your organisation picks will work for you, as long as you ensure that the benefits are agreed at the beginning.

Good luck, and remember the ‘why’.