This document discusses benefits management in an agile context. It defines benefits management as identifying, defining, tracking, realizing and optimizing benefits at both initiative and portfolio levels. However, benefits are often only addressed after project delivery. The document contrasts traditional vs agile approaches, noting agile allows for more value to be delivered earlier through regular reviews. It emphasizes the importance of defining measurable business case indicators and reviewing business cases regularly to ensure initiatives still align strategically and benefits will be realized. Regular reviews help determine if further investment is warranted or if initiatives no longer fit and should be terminated.

1. Benefits Management
in an Agile World
Matt Williams PMP, MAIPM
Managing Director
Connexion Systems

2. Benefits Management
 Textbook Definition
– “The identification, definition, tracking,
realisation and optimisation of benefits at
initiative and portfolio level”
Steve Jenner, Managing Benefits

3. Benefits Management
 Real Life Definition
– “What you do after you have delivered
the project”
– “The thing you do once you’ve spent all
the budget”

5. Traditional vs Agile Approach
Traditional Agile

6. Amplify 4-step investment process

8. What Defines Project Success?
 1st Dimension
– On Time
– On Budget
– To Scope
 2nd Dimension
– Did we create business value?
Source: Delivering Major Projects in Government, National Audit Office (UK), 2016

10. More Value, Delivered Earlier

11. Amplify 4-step investment process

13. Integrated Project and Benefit
Delivery Schedule

14. Amplify 4-step investment process

15. An Agile Approach to Delivery Allows
Sponsors To:
1. Review performance to date versus the business case
at regular intervals
2. Check that the direction and end state are still sound
(ie no significant shift in the market or new disruptors)
3. Determine whether the investment is still the best option
for future capital investment (Portfolio Optimization), or
whether further investment is perhaps warranted to
exploit the opportunity.

16. What Does This Look Like?
For a Business Case

17. What Does This Look Like?
For an Individual Benefit

18. This All Starts with the
Business Case
 The Business Case is the Mandate from the
organisation to deliver value
 It is not just used to ‘justify’ the investment of
resources, but as a roadmap to value creation
 Includes lead indicators to measure
performance during delivery
 Should be reviewed regularly to consider
internal and external factors

19. Examples of Measurable
Lead Indicators
 Outcome – Reduce Smoking Related Deaths
 Lead Indicator – Smoking Rates
 Lead Indicator – Quitting Intentions
 Outcome – Reduce staff in call centre
 Lead Indicator - % of self service transactions
 Lead Indicator - % of customers who use similar
technology elsewhere

20. Business Case Reviews
 Need to regularly review each business
case to determine:
– Initiatives are still strategically aligned
– Delivery Performance ($, time)
– Benefits are likely to be realised
 If an initiative no longer fits, have the
decency to kill it!

21. NO MORE ZOMBIE PROJECTS!

22. Contact
Matt Williams PMP, MAIPM
Managing Director
Connexion Systems Pty Ltd
E: mwilliams@connexion.com.au
M: +61 414 847 040
W: www.connexion.com.au

23. This presentation was delivered
at an APM event
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