Benefit Management

Benefit Management

Benefits are widely seen as the reason for undertaking a project. If a project does not deliver benefits it is questioned why the project was started at all.

Benefit Management
  • Benefit management framework tips

    Steve Jenner, a Benefits Expert, discusses the broader implications and advantages of societal benefits. He starts by highlighting how certain infrastructural enhancements, like railways, can have broader positive impacts on society. For instance, promoting the use of trains can potentially reduc...

  • Implementing a benefits management framework

    Steve Jenner, an expert on benefits, expresses concerns about the prevalent frameworks in use. He observes that a vast majority of the frameworks seem to be reiterations of previous ones, often resembling each other in content and approach. They seem to be developed in isolation, borrowing heavil...

  • Benefits Management

    Here Rod tells us how important benefits are and should therefore be at the top of the agenda, keep an eye out for vanishing benefits and look out for additional benefits. He also encourages program leaders to be upfront and accurate about disbenefits as they are identified.

  • Project benefit insights

    Steve Jenner tackles some tricky project issues: Pet projects, No brainer projects, Intangible benefits, the economists' approach to benefits and what is benefits management all about then?

  • Benefit focused projects

    Steve Jenner summarises the traditional version of outputs, outcomes and benefits, then introduces the Victorian standard, looking at investment drivers, objectives and problems and solutions as the last step. Turning benefits thinking on its head. In the end, focus on the benefits, not the outputs!

  • Non-financial Benefits

    Steven Jenner looks at non-financial benefits, financial benefits that reduce spending and other creative ways to claim benefits that avoid having to identify and talk to benefit owners.

  • Outputs, outcomes and benefits

    Outputs can be called deliverables or products. These might be physical, e.g. a school, or not physical like a song. From some perspectives, projects exist primarily to deliver outputs. These are the 'things' that the project produces. Steve Jenner tackles modest but essential knowledge to unders...

  • Business case analysis

    Using a sample business case, Steve Jenner highlights some glaring flaws that are easy to overcome if you are benefits-focused. He talks about intangible benefits and unmeasurable benefits included in any case. Others have no beneficial owner.

  • Benefits Management Principles

    Here Rod tells us about establishing a “guiding mind” to ensure consistency, transparency of performance changes, clear responsibilities for change, weighting benefits in the business case and monitoring changes in case they remove the need for the program.

  • Benefit delivery

    We learn about benefits from program management but consider how this has changed and how projects deliver those benefits instead. But even implementing things like the Victorian logic mapping is insufficient to ensure the delivery of benefits - so how do we do it? Steve tells us.

  • Portfolio management insights

    Ruth Murray-Webster talks to us about the challenges faced by organisations in managing their portfolio of investments when they have limited capacity and limited resources. The paradox for external consultants tasked with assisting leaders to implement change, and that making that happen depends...

  • Difficulty in realising benefits

    Ruth Murray-Webster talks about the challenges that embedded leaders face to successfully implement change and implement projects to realise benefits. Why it is important to embed change into every project and the challenges for those from the business being seconded into the project. She touches...

  • Steve Jenner

    11 items

    Author of Managing Benefits and co-author of Management of Portfolios