1. The Imaginist Framework for Benefits Realisation
This presentation is intended to be used as a conversation opener and a framework for demonstrating capability.
Iebe Ypma & Peter Duschinsky
8th February 2005

2. Background
The Imaginist benefits realisation approach is based on the recognition that:
Projects don’t deliver benefits, implementation does
Projects take on a life of their own
There often is a discontinuity between the project and implementation phases (planning, training, skills, change management etc)
Project
Implementation

3. The Foundation
Benefits realisation can only be tracked if the benefits have been identified as part of the original business case and project initiation activities
Benefits documentation should include a full understanding of how the benefits will be delivered
Many business cases simply state bland benefits, eg: a 5% cost reduction
But how, what are the major dependencies, what functionality supports that?
We use the Touchstone benefits calculator framework to provide a benefits register.
Project
Implementation
Benefits
Register

4. Managing for Benefits Delivery
Understanding how benefits will be delivered provides a basis for making the inevitable trade of between functionality, time and cost
To identify the functions that are key to successful implementation requires a full understanding of how benefits will be delivered
Time
Cost
Functionality
Once projects have been initiated, they tend to get managed to timescale and cost – with little regard for functionality.
Without the benefits register it is not possible to identify the critical functional capabilities when assessing the trade-off against time/cost criteria.
We have produced a White Paper on this – details on request
Project
Implementation
Benefits
Register

5. Benefits Realisation
Benefits can not be “inspected in” after the event
If expectations are to be met, benefits have to be tracked throughout the project and implementation
Time
Cost
Functionality
As in Quality Control, where it was discovered that it was not possible (or very expensive through remakes etc) to “inspect in” quality, benefits realisation has to be managed into the process. (The budget for later rectification, for a system that has failed to deliver, will be difficult to justify.)
A complete benefits register should be able to track cause and effect, thereby facilitating the tracking of functionality, other prerequisites for benefits delivery, and the measurement of progress against those criteria.
Project
Implementation
Benefits
Register
Benefits Realisation

6. Benefits Management
A benefits focus needs to be maintained throughout projects
To ensure that benefits are delivered requires the appropriate benefits management structure (i.e. governance) to be in place
Time
Cost
Functionality
The best way to support benefits management is to ensure consistency and a benefits focus across the full project lifecycle.
The benefits register should be able to identify the relevant stake holders.
Identification of the stakeholders will facilitate their participation in the development and implementation lifecycle.
Ideally this should include participation in the functionality, time and cost trade-off decisions.
Project
Implementation
Benefits
Register
Benefits Realisation
Benefits Management

7. Portfolio Management
Most organisations run portfolios of projects and programmes
The portfolio frequently supports business objectives that are different from the benefits delivered by the individual component projects
Portfolio management needs to track the contribution of individual projects to the overall business objectives
Portfolio management is required to track multiple programmes and projects.
It is likely that the corporate objective (e.g. improved supply chain/increased share of customer wallet) may be different from those expressed on individual projects (e.g. shorten delivery time, reduce damage to goods in transit).
Portfolio management needs to be able to track different projects, the impact on corporate objectives and corrective measures at the portfolio level (which may differ from the corrective actions at individual project levels).
A summary table is available from the Touchstone framework.
Portfolio
Management
Project
Implementation
Project
Implementation
Project
Implementation
Project
Implementation
Project
Implementation

8. The Imaginist Review Process
How are benefits measured and reported?
What was the original business case?
What was the benefits outcome?
What is the benefits delivery process?
Is there a project management methodology?
Are there partner or vendor relationships?
How do projects integrate with the organisation structure?
Who is held responsible and accountable over the project lifecycle?
Who has implementation authority?
How is the portfolio managed?
… etc …
These are some starter questions

9. The Imaginist Framework for Benefits Realisation
Time
Cost
Functionality
Portfolio
Management
Project
Implementation
Project
Implementation
In summary…
Project
Implementation
Project
Implementation
Project
Implementation
Benefits
Register
Benefits Realisation
Benefits Management