1. Define what will be tracked and who is responsible for tracking it as early as possible
2. Capture a baseline of the current state metrics
3. Make benefits forecasting a standard component of periodic reporting - we want to know if forecast benefits have eroded to support the decision for continuing investment in the project
4. Ensure there is an operational owner for benefits tracking & reporting post-project
Kiron Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Yes the metrics that you will include (and importantly what not to include) will be the first step. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Just to comment, I was part of the group that is creating a new practice standard which is related to benefit realization management. I have to leave the group so I do not know if there is any news on that. Perhaps I will not answer your question but the key thing to address what you stated is clearly define what is a benefit for your organization and then what is a expected benefit for the project. What is critical to understand is: the project will not deliver benefit directly. What deliver benefit is the product/service/result created by the project. Projects contributes to benefits delivering because it relation to the product/service/result to be created. For example, a mean is quality (which assures that the product/service/result will be created as defined), time (which assures that the product/service/result is created in the time framework needed to get the opporutnity window), etc. Saving Changes...
RAJESH K LProject Manager, PMP| Bharat Electronics, Bengaluru, IndiaBengaluru, Karnataka, India
