I have been reflecting on how we, as project managers we speak about delivering value, while often I don't see that value explicitly defined or documented in a consistent way.
In your experience, how do you clearly articulate the value a project is expected to deliver upon successful completion?
Do you rely on a specific artifact like a business case or benefits register, or do you embed it within existing documents like the project charter or product vision?
I am curious to know how teams move beyond high-level statements and actually define value in a measurable, tangible way - something that can be revisited after delivery to assess whether the project truly achieved its intended outcomes.
Would like to hear how project managers or project professionals approach this in practice, especially across different methodologies or organizational contexts.
For many projects I've worked on, the desired value/outcomes were defined and connections to strategic objectives, if any, were made before I was involved with the project. I'll make sure they're captured in project documentation, if they're not already, once I'm brought on board.
For the most part, my projects have delivered a product that did not have intrinsic value. Somebody had to start using it before value could be realized, by which time I was no longer involved. However, I have often worked with Accounting to make sure ROI is identified so that, once I'm no longer involved, the person we delivered the product to can track whether ROI is on track. For some internal projects "value" was a question of adoption rate. There have been a number of occasions where my projects have delivered functionality and I will have no idea of if or when the new functionality made a difference. This is why, when talking about projects delivering value with other project managers, I usually clarify that we deliver potential value. Business leaders usually aren't interested in the distinction.
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1 reply by Srikana Ray
Mar 27, 2026 12:06 PM
Srikana Ray
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Thank you for sharing your experience. Project managers often do not capture post-implementation results or realized value, as they are typically no longer involved after delivery. That being said, I think projects should include an action item and decision agreed upon with the client or end user, on whether this information will be collected, by whom and after how long, so that we can effectively assess the project's outcome and success.
For many projects I've worked on, the desired value/outcomes were defined and connections to strategic objectives, if any, were made before I was involved with the project. I'll make sure they're captured in project documentation, if they're not already, once I'm brought on board.
For the most part, my projects have delivered a product that did not have intrinsic value. Somebody had to start using it before value could be realized, by which time I was no longer involved. However, I have often worked with Accounting to make sure ROI is identified so that, once I'm no longer involved, the person we delivered the product to can track whether ROI is on track. For some internal projects "value" was a question of adoption rate. There have been a number of occasions where my projects have delivered functionality and I will have no idea of if or when the new functionality made a difference. This is why, when talking about projects delivering value with other project managers, I usually clarify that we deliver potential value. Business leaders usually aren't interested in the distinction.
Thank you for sharing your experience. Project managers often do not capture post-implementation results or realized value, as they are typically no longer involved after delivery. That being said, I think projects should include an action item and decision agreed upon with the client or end user, on whether this information will be collected, by whom and after how long, so that we can effectively assess the project's outcome and success. Saving Changes...
Project value should be clearly defined in measurable terms like revenue growth, cost savings, or customer satisfaction. I usually document it in the business case or project charter and track it through a benefits register. This helps ensure that we can review, after delivery, whether the project truly achieved its intended outcomes.
Project value should be clearly defined in measurable terms like revenue growth, cost savings, or customer satisfaction. I usually document it in the business case or project charter and track it through a benefits register. This helps ensure that we can review, after delivery, whether the project truly achieved its intended outcomes.
Thank you for sharing your insights. Saving Changes...
Charles MainaMetroswift movers limitedTORONTO, ONTARIO, Canada
I think at the very beginning there was a clear and concise meaning of " DONE" for that project. Measuring the anticipated done with the project outcome at the very end explains clearly whether value was delivered. Saving Changes...
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