Best Practices in BRM (Part 4): Communicate a Powerful Benefits Message

Michelle is a Benefits Realization Management specialist with a proven background in private and public sector end-to-end business project management. She has 17 years of financial sector experience spanning the banking, brokerage, exchange, regulation and buy side fields.


Topics: Benefits Realization, Strategy

Continued from Part 1, Part 2 and Part 3, this is the fourth of six articles on best practices in benefits realization management and its integration into project governance. In the BRM discipline, projects and programs are aligned with strategic objectives to generate verifiable value. This happens through three stages: benefits identification, benefits realization and benefits sustainment.

“Individual commitment to a group effort—
that’s what makes a team work, a company work, a society work, a civilization work.”

— Vince Lombardi

Why
A workforce that understands, believes in and commits to the mission is the lifeblood of any organization. But according to a global Economist Intelligence Unit 2016 survey of more than 500 executives from diverse industries, 44% of respondents agreed that “too often, too many people at our organization do not fully understand the expected business benefits of major projects.” [i]

Communicating a concise, compelling message that defines the problem a project is to solve, the solution and the key benefits promotes a shared understanding. That understanding helps to unite and focus teams. The process of developing that message necessitates a clear, aligned set of priorities across the board, and points out when that isn't the case. And once those messages have been confirmed for all …

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