Benefits Realization Tracking

🚀 Post-Implementation Review (PIR) – Why It Matters in IT Audit Many organizations spend months planning and implementing new systems, upgrades, or process changes. But the real assurance comes after go-live — when auditors perform a Post-Implementation Review (PIR). 🔍 What should an IT Auditor review in a PIR? 1️⃣ Project Governance & Documentation • Were project objectives, scope, and timelines clearly defined? • Was there an approval from the steering committee / stakeholders? • Is the project documentation complete and updated? 2️⃣ Change & Migration Controls • Were data migration activities tested, reconciled, and approved? • Were user roles and authorizations correctly carried over? • Was there evidence of rollback planning and controlled deployments? 3️⃣ Access & Security Review • Are new or modified access rights aligned with least privilege? • Were privileged IDs monitored during and post-migration? • Are segregation of duties conflicts identified and mitigated? 4️⃣ System Functionality & Testing • Was User Acceptance Testing (UAT) performed and documented? • Do workflows align with business requirements post-go-live? • Any defects or exceptions raised, and how were they remediated? 5️⃣ Operational Readiness • Are backup and disaster recovery procedures updated for the new system? • Are monitoring jobs, alerts, and incident processes functioning as expected? • Has adequate training been provided to end users and support staff? 6️⃣ Benefits Realization & Measurable Outcomes • Is the system delivering on intended business/IT benefits? • Are measurable benefits (cost savings, efficiency gains, risk reduction, improved compliance, etc.) defined and tracked? • The IT auditor should verify whether these measurable benefits are actually being monitored and achieved. 💡 Takeaway: A PIR is not just a checklist — it’s a safeguard to ensure that projects deliver value securely, efficiently, and in line with compliance expectations. For IT auditors, this is where assurance meets accountability — by ensuring that measurable benefits are realized and sustained.

🚨 Most PMOs Manage Projects. The Smart Ones Manage Benefits. You can deliver on time. On budget. In scope. And still fail. Because if you’re not tracking the “why,” your “how” doesn’t matter. Welcome to the real game: benefits management. Most PMO leaders ignore it. It feels too complicated. Too fluffy. Or they think: "We'll do that later." Here’s the truth: ❌ Later never comes. ✅ You’re paid to deliver outcomes, not checkboxes. Let me show you how to start. You don’t need a mature PMO. You don’t need fancy tools. You just need 5 steps. Step 1: Align on the Why You can’t measure success without a target. ➡️ Schedule a 1-hour session with key stakeholders. ➡️ Ask: “What does success look like for this project?” ➡️ Capture outcomes, not outputs. You’re not collecting tasks. You’re hunting for value. Step 2: Define Your First 3 Benefits Keep it stupid simple. Start with: 💰 Financial (e.g., increase revenue by 20%) 🧠 Knowledge (e.g., improve reporting accuracy) 😃 Customer (e.g., shorten response time by 30%) No long workshops. Just list them in plain English. Make sure each has a measurable metric. Step 3: Assign Benefit Owners This step is always skipped. That’s why benefits die after go-live. Choose people who will: Monitor the benefit Report results quarterly Adjust actions if the benefit drifts Tip: Pick leaders from business units, not project teams. Step 4: Build a Simple Tracker Use Excel. Use Smartsheet. Use Post-Its on a wall. Doesn’t matter. For each benefit, track: Owner Baseline Target Due date Status (green/yellow/red) That’s it. No tech needed to start (although a good tool like Smartsheet can help immensely!). Step 5: Report Benefits Alongside Projects Don’t just show project dashboards. Add a “Benefits Scorecard” to your updates. You don’t need a benefits management “framework.” You need a starting point—and a partner who’s done it before. 📞 Let’s talk. We’ll help you assess what’s working, what’s missing, and how to build a simple, sustainable approach to benefits management that fits your PMO today. We’ve helped others make it real. Let’s make it real for you too. #PMO #ProjectManagement #JBFConsulting

Benefit management Key Elements of Benefit Management: Benefit Identification: Identify the potential benefits of a project or initiative early in the planning process. This includes both tangible (e.g., cost savings, revenue generation) and intangible benefits (e.g., customer satisfaction, brand reputation). Benefits should be directly linked to the strategic goals and objectives of the organization. Benefit Definition: Clearly define what success looks like for each benefit. It’s important to set measurable criteria (KPIs, metrics) that allow tracking of the benefit’s realization. Benefits should be specific, measurable, achievable, relevant, and time-bound (SMART). Benefit Planning: Plan for the realization of benefits during the execution of the project or program. This includes allocating resources, defining responsibilities, and establishing timelines for when the benefits should be achieved. Plan how and when the benefits will be delivered and how they will be measured and reported. Benefit Realization: Benefit realization refers to the actual delivery of the defined benefits. This step ensures that the project or program achieves the intended outcomes. Continuous monitoring of performance against defined metrics is crucial to ensure the benefits are being realized. Benefit Measurement & Tracking: Track the benefits throughout the project lifecycle. This includes ongoing measurement to confirm the benefits are being realized according to plan. Regular updates on the benefit’s status should be communicated to stakeholders, ensuring transparency and accountability. Benefit Sustainment: Benefits should be sustainable and long-lasting, not just short-term results. This could involve making adjustments or taking actions to ensure that the benefits remain realized over time. After the project is completed, the benefit should continue to be monitored and optimized to maintain value. Benefit Review & Closure: Once the initiative has been completed, the final step is to review whether the benefits have been achieved. A formal closure report or evaluation helps assess the success of the project in terms of benefit delivery. Lessons learned from the benefit realization process should inform future projects. Benefit Management in Practice: Benefit management ensures that projects are not only completed on time and within budget but that they deliver lasting value to the organization. It’s particularly important for larger initiatives, such as digital transformations or major infrastructure projects, where the alignment of benefits with strategic goals is essential to justify the investment.

𝗕𝗲𝗻𝗲𝗳𝗶𝘁𝘀 𝗥𝗲𝗮𝗹𝗶𝘀𝗮𝘁𝗶𝗼𝗻 𝗥𝗲𝗾𝘂𝗶𝗿𝗲𝘀 𝗦𝗽𝗼𝗻𝘀𝗼𝗿𝘀𝗵𝗶𝗽 𝗗𝗶𝘀𝗰𝗶𝗽𝗹𝗶𝗻𝗲   Most organisations can write a benefits plan. Very few deliver on it.   Why?   👉 Because realisation is not about promises, it is about discipline. And that discipline starts with sponsorship.   In my work with turnaround and transformation leaders, I see the same traps again and again:   ❌ Benefits that no one truly owns ❌ KPIs that look impressive, but are disconnected from strategic goals ❌ No baseline so no way to track what has been gained (or lost) ❌ Governance that reviews risks and milestones but not value   The result? 💸 Value leakage. 📉 Confidence erosion. 🚫 A business case that looks great on paper but fails in delivery.   Here is the shift that changes everything:   ✅ Sponsors who ask the hard questions ✅ Governance that tracks benefits as actively as scope and spend ✅ Clear ownership and accountability built into delivery rhythms ✅ Course correction when benefits slip—not silence   📣 I help sponsors build the structures and habits that turn intention into impact, so benefits are delivered, not just declared.   How visible is benefit tracking in your organisation’s governance today? If it is missing, the value probably is too.   #StrategicDelivery #BenefitsRealisation #ProjectSponsorship