Benefits Realisation
Post implementation reviews of programs tend to concentrate on whether the program delivered the right product, at the right time and within budget and quality requirements.
Programs are then deemed successful if these constraints were met and that customers and stakeholders are happy with the deliverables produced.
However, what is not asked very often is whether the program produced the benefits forecast when it was first approved?
Programs may have been expertly executed, stakeholders well managed and quality outcomes may have been produced – but this does not necessarily mean that the required benefits were obtained.
The benefits realisation approach is used to determine whether a program has produced the value claimed in the business case. It is an approach that enables key stakeholders to clearly measure the effectiveness of the program by focussing on business metrics, rather than just program/project metrics.
Deloitte’s approach to benefits realisation provides you with a robust approach for measuring, tracking and assessing business benefits delivered through complex business change programs.
Here’s a brief summary of our approach:
- plan and structure – take control. Plan your realisation activities and align them with your goals
- identify and define – know what to measure and only measure what you need
- realise and track – build your realisation database and collect results
- review and evaluate - communicate the benefits you have delivered.
Learn more
Material on this website is © 2012 Deloitte Global Services Limited, or a member firm of Deloitte Touche Tohmatsu Limited, or one of their affiliates. See Legal for copyright and other legal information.
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see About Deloitte for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.
