I have been asked to lead an effort to define a process, model and roles and responsibilities matrix for "business value realization". I work in an organization that is relatively immature in PM. In laymans terms, I think I'm supposed to develop how we will measure if a project has delivered the results the clients were looking for. If anyone has info on examples, etc. that would assist me, it would be greatly appreciated. One last note, from what I've seen so far, the business cases developed here are lacking in terms of defining measurable benefits and objectives of the projects. I'll probably need ideas on ways to improve that as well. Saving Changes...
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Michael WoodProject Manager / Business Analyst / Business Process Improvement Guru| Independent ContractorGig Harbor, Wa, United States
Business value can only be determined in context to the value that stakeholders will receive as a result of the improvements the project proposes to deliver. This means the value must be quantifiably defined at the beginnig of the project or a discovery phase must be completed that will result in the quantification of the value to be provided. There is no way around this. If a project has fuzzy value delivery outcomes in the beginning it is doubtful that you will be able to measure success. Success will then be measured on political and budgetary terms only. I suggest that every project include a clear set of objectives that are stated in terms of measurable value that stakeholders will receive. Then during the post project implementation review, the task of determining if the value was received will be ojective and not subjective. The PM process to get the project done should be scalable so it can be applied to small and large projects alike. You might even create different PM processes based on project size. Saving Changes...
John Thorp has written a book called "The Information Paradox - Realizing the Business Benefits of Information Technology", that provides a good overview of Benefits Realization. The ISBN is 0-07-134265-6 (USA). Saving Changes...
