Benefits Map

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Purpose:

This document illustrates the relationship between benefits outcomes and outputs so that realisation between the benefits can be managed and tracked. The Benefits Map builds a total picture of the change

Composition:

The completed Benefits Map is a diagram showing the total ‘picture’ of the changes, showing pre-requisites (Project outputs/Enablers and Intermediate benefits) for each benefit and how they fit into this total picture (Strategic Objectives). The Benefits Map would typically be created from the right (from Strategic Objectives) to left (to End benefits through Intermediate Benefits). The arrows indicate the dependencies (flow) between the Project Outputs/Enablers, the Intermediate Benefits, the End Benefits and the Strategic Benefits. Any Dis-benefits or external dependencies must also be clearly shown on the Map. Typically the classification or identification of these key elements on the Benefits Map, is done by using different coloured boxes

Key Elements of Benefits Map (Glossary):

  1. Strategic Objectives

Strategic objectives are directed towards generating greater profits/returns to the organisation/corporate and also directed at customers/society at large. Each Program should have its own Strategic Objectives that indicate how the Program delivers the Organisation’s Vision.

  1. Benefits

Benefits are measurable improvements resulting from an outcome perceived as an advantage by one or more stakeholders

  1. End Benefits

The expected benefits at the end of the Program that deliver the Strategic Objectives

  1. Intermediate Benefits

Benefits that can be expected, on the journey to delivering the end-benefits. It is not the final benefit but will still deliver some measurable improvements

  1. Dis-benefits

An outcome perceived as negative by one or more stakeholders. These are actual consequences of an activity, whereas a risk has uncertainty about whether it will materialise

  1. Enablers / Project Outputs

Deliverables at the end of a Project (whether part of the Program’s Dossier or external to the program) that enable via capability the change to occur

Process to create the Benefits Map:

The process of creating the Benefits Map is step by process. The optimum method for creation of this Map is a workshop / brainstorming session involving key stakeholders (Organisation structure that exists at this point). Below is a quick guide to the 3 steps:

1)Create an Outcome Relationship Model – This is a relationship mapping technique where there is no attempt at first to categorise entities (as enablers, benefits, dis-benefits, business change or strategic objectives) or to infer any direct cause and effect relationships. This is done later in the process. This relationship model is created 2 fold:

a)Conduct a team workshop / brainstorm and simply identify everything that will be created during or at the end of the program, will be a result of the work, changes that will need to be made during, after or before the work/program. This information can simply be listed on a whiteboard or large sheet of paper, with no reference to sequence or numbering etc.

b)Create a diagram placing the above information in the order of creation or sequence of realisation. Use arrows to show non-linear, contributory and connecting relationships. This diagram will now show a relationship between the elements, also identifying pre-requisites

2)Classify the key elements of the relationship model, using the above descriptors (Glossary) as a guide. It is good to use colours to distinguish between Project Outputs/Enablers, Business Change, Intermediate Benefits, End Benefits & Strategic Objectives

3)Optimise the mix by proofing it and redrawing the Relationship Model as a Benefits Map, meeting the Quality Criteria outlined below

Quality Criteria:

  • Ideally the map would be created working from right to left, from Strategic Objectives, through end benefits and intermediate benefits
  • It should then define enablers (the projects outputs) and business changes required. If you are working with an Emergent Program the enablers will have been provided. In this case, you can create this map from both ends and join in the middle
  • Benefits are best titled with a change term at the beginning, for example ‘increased’, ‘faster’, ‘lower’ etc. It is advisable to avoid words such as ‘better’ or ‘improved’, as these are not specific enough
  • Dependencies between benefits must be identified
  • Dependencies on project outputs must be identified
  • External (to the programme) dependencies must also be identified
  • Any additional business changes that need to be made to enable benefits realisation must be included in the key elements
  • All dis-benefits should also be identified and clearly distinguished on the Map

Derivation:

  • Benefits Profile
  • Blueprint
  • Projects Dossier

10/12/2018 Page 1 of 3 Commercial in Confidence