benefits approach

John Thorp's book "the information paradox" is probably the foundation on which future benefits realisation has been based. Although it is based around IT projects (notoriously, with a 70% "failure" rate), there is much that can be applied to all environments.

John thesis on key concepts: fundamental definitions such as

Key performance indicators (KPI), targets by another word, seem to be here to stay.

In the commercial world, they may be self imposed: budgets, forecasts, sales targets, the expectations of the city. In services for the public good, the government creates the targets. For example in health, there are 698 targets that align with Standards For Better Health[1], and another 166 that don’t[2]. In addition to these, we have QOF, activity reporting for enhanced services, and many more.

Benefits Management and Benefits Realisation are priorities for public sector – too much money has been spent, for too long, with no evidence that the taxpayer (or anyone else) is getting value for money.
We might be – but with no way to find out, we get suspicious.

Benefits management strategy

Benefits Approach

Benefits Tracking Process

If the Benefits Management Strategy is the high-level and relatively unchanging document, then with the Benefits Approach and Benefits Tracking process we get down to the nitty gritty of doing the doing.
Identifying Benefits
Profiling
Creating a High-Level plan and getting signup
Quantifying, and getting signup
Summarising and Detailing
Planning the realisation
the Benefits Realisation Plan
The Benefits Approach is about a whole lot more detail on how you will tackle this