Benefits management is not just the domain of the business case – justification for a decision in the face of competition. It begins with the organisation’s mission and strategic objectives, and how well the portfolio of BAU and change is meeting this. That should change existing projects and initiate new ones, and govern ongoing delivery and the bedding-in process following handover. But how often does this happen?

The British standard on benefits management – BS202002 has just come out, a collation and synthesis of good practice across commercial and government sectors and sizes of organisations. One thing that stood out is how much investment doesn’t align, or can’t be demonstrated to be the best option, to deliver the organisation’s mission.

This can only come by managing benefits at enterprise or portfolio level, monitoring decisions by the project in terms of their consequences for benefits, and reporting the effectiveness of the bedding in process and whether the benefits are being realised, or whether additional work is needed.

Everyone involved in project management, whether as a sponsor, project leadership team, or specialists in aspects such as quality and risk, should take an interest in benefits realisation and therefore in the planning, decision-making and communications processes which are so critical to benefits realisation. We’ll also cover the “seven deadly sins” of benefits management, or what to look for to know in advance if a project is off the rails and will need rescuing.

Please bring mobile phone to take part in audience surveys using Mentimeter.

For further information and to book your place please visit the APM Website.