This is the second 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.
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In order to maintain and increase efficiency from operations, it’s critical that mature financial services organizations drive transformational change through innovation. This article shares a few key themes that need to be addressed before, during and after the implementation of a robotics process automation initiative in a financial services setting.
This is the first of six articles on best practices in benefits realization management and its integration into project governance.
The most important question that should be asked before a project is approved is rarely considered. That’s an issue we need to address—that we tend to think of projects as solutions to specific problems.
The definition of success for project managers is changing. Are you making the adjustment, or are you still focused on legacy objectives?
Just because an organization is in the public sector doesn’t mean it doesn’t need to manage to benefits. If we forget about public versus private sector for a moment, the premise that projects are undertaken to deliver results rather than just outputs should be clear.
As project work shifts and evolves to meet the changing needs of the business, what are the implications for our teams—and how do we manage them?
All projects have benefits, even those that are “just an upgrade.” But creating energy and receiving buy-in from the project team is oftentimes much more difficult on smaller initiatives. Here we learn some actionable items that can be used to keep team members engaged and focused on the reasons behind the technical work.
In Part 3 of our look at political challenges for portfolio-focused PMOs, we explore project delivery work and some of the political challenges involved.
As a portfolio-driven approach to project delivery shifts the focus from outputs to benefits, changes become much more common and the organization needs to also shift from a control-based change management environment to a culture that empowers its project teams to make clearly communicated course corrections along the way.