George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
This discussion helps us understand the "why" we are often introduced to new concepts without asking ourselves the reason behind the decision. In this case, attention is drawn to the concept of "Project Benefits Management Plan." This definition was not part of PMBOK v5.
What is this concept?
Why is it introduced in v6?
What benefits does it bring to the PM sector?
How does it integrate with the rest of PMBOK concepts? Saving Changes...
My observation is that there tends to be disagreement on the role responsible for managing the benefits/value of the project output rather than whether it is necessary to a project.
The benefits/value tends to fall into the technical domain as a project output. In the Systems Engineering (SE) domain (INCOSE SEBoK), defining and achieving the value of the system through technical planning is the primary responsibility of the SE while the PM is primarily responsible for the project execution related plans. The roles may be combined as a "technical PM" as some call it, or if separate the two must work closely together. For that reason SE formal training includes a lot of overlap with the PMBoK.
When separate people or groups are performing the SE and PM roles, the SE reports to the PM. While the PM is ultimately responsible for ensuring that the value metrics are on track, it is the SE who develops and manages the technical plans driving the value metrics, and reports those metrics to the PM.
What has been becoming more clear to me, is that people have different mental models on whether the roles are performed by the same or different people, which results in different opinions on the PM responsibilities. I don't think any PM would agree that a project completed on-time and within budget is successful if it provides no value to the stakeholders.
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1 reply by Steve Ratkaj
Mar 14, 2019 12:13 PM
Steve Ratkaj
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I believe you are correct. In my previous life as a Product Development Manager, I was both the SEM and PM, as the company was small. At the moment, working for the Federal Government on large military acquisitions, we have dedicated PM, DPMs, SEMs, ILSMs, PCOs, etc. Regarding your statement as to whether or not PMs would not regard a project successful if it provided no value to stakeholders, I can testify that I have been witness first hand to many such projects over the years.
My observation is that there tends to be disagreement on the role responsible for managing the benefits/value of the project output rather than whether it is necessary to a project.
The benefits/value tends to fall into the technical domain as a project output. In the Systems Engineering (SE) domain (INCOSE SEBoK), defining and achieving the value of the system through technical planning is the primary responsibility of the SE while the PM is primarily responsible for the project execution related plans. The roles may be combined as a "technical PM" as some call it, or if separate the two must work closely together. For that reason SE formal training includes a lot of overlap with the PMBoK.
When separate people or groups are performing the SE and PM roles, the SE reports to the PM. While the PM is ultimately responsible for ensuring that the value metrics are on track, it is the SE who develops and manages the technical plans driving the value metrics, and reports those metrics to the PM.
What has been becoming more clear to me, is that people have different mental models on whether the roles are performed by the same or different people, which results in different opinions on the PM responsibilities. I don't think any PM would agree that a project completed on-time and within budget is successful if it provides no value to the stakeholders.
I believe you are correct. In my previous life as a Product Development Manager, I was both the SEM and PM, as the company was small. At the moment, working for the Federal Government on large military acquisitions, we have dedicated PM, DPMs, SEMs, ILSMs, PCOs, etc. Regarding your statement as to whether or not PMs would not regard a project successful if it provided no value to stakeholders, I can testify that I have been witness first hand to many such projects over the years. Saving Changes...
Michael DelaneyPartner| Delaney Management LLCWest Chester, Pa, United States
Glad to see more attention to project benefits which while essential to a successful project are often lost in the methodology Saving Changes...
