Benefits are a Shared Responsibility

Projects are generally initiated in order to achieve a set of beneficial outcomes. These outcomes might be tangible or intangible but, either way, they are the ultimate reason the project exists. Well-defined benefits can help keep a project on track, keep the project teams’ minds focused and ensure that scope does not creep. Given how central benefits are to the purpose of a project, it’s ironic there is so much focus on whether initiatives are “on time” and “on budget”, with far fewer questions asked about whether benefits will be realised.?

This is a dangerous state of affairs, as a project can be executed efficiently, finishing on time and within budget and still be a failure. If the project delivers an ineffective solution that stakeholders do not use (or even worse, actively work around) then the benefits will be diluted or lost altogether. Even though the project may have been delivered within its estimated budget, if the solution is not appropriate for the context, that money has been effectively thrown away.?

Shining the spotlight on benefits?

It isn’t always clear who is responsible for benefits realisation within a project. The sponsor is clearly accountable for the delivery of benefits but might be somewhat removed from the daily routine. Keeping tabs on benefits during the execution of the project might fall into the remit of a project or programme manager, but it’s unlikely that they alone can make the project a success. In many ways, benefits are a shared responsibility—and like any shared responsibility, this can easily become nobody’s responsibility, with everyone assuming somebody else has the situation under control.?

This is an area where business analysts can really help. Typically, a good BA has a clear view on why a change initiative is underway. They may have been involved in the drafting of the business case, and if so, they are well-placed to ensure that the remaining stages of the project align with it. Even if they weren’t involved, they can still retain a laser-like focus on the overall business objectives, maintaining vertical requirements traceability to ensure that requirements are aligned with the overall project purpose.?

This is just one example, but it illustrates that keeping the project purpose and benefits visible throughout the business change lifecycle is crucial. Too often it may be perceived that benefits are only relevant during the early stages of a business change. Once the business case has been signed off (and funding approved) it can be locked in a drawer, never to see the light of day again. This is a huge mistake! The business case, along with the benefits articulated in it, are shown at the centre of the business change lifecycle diagram. It is drawn this way deliberately, showing how successful change has benefits built into its very fabric, with a business case that is a living document and is reviewed, updated and kept relevant.?

Navigating by benefits?

Whether working in an agile, waterfall or hybrid context, focusing on benefits throughout the change lifecycle helps keep projects on track. One particular technique that is worth highlighting is the Benefits Dependency Network (BDN). This can be used to determine the sustained business changes and the enabling project changes that need to be implemented in order to achieve them. Business changes are linked to benefits and the overall project objective. As a visual artefact, it is useful for tracking benefits and for decision-making. If an entire suite of functionality is to be dropped, the knock-on impacts to the benefits can be evaluated.?

Ultimately, BAs are well-placed to raise the profile of benefits and to ensure they are kept firmly on the radar. Being a profession that sees the micro and macro level means that BAs bring a unique perspective. This, in turn, provides an opportunity for BAs to show their holistic analysis skills and highlight the link between business change, benefits and strategy.

Pointing out that a project is veering in the wrong direction might not make a practitioner popular in the short-term, but referencing the impact on benefits may well lead to a long term gain. This can be a great way of highlighting the value of business analysis while also helping the stakeholders…? and who wouldn’t want to do that??