3) Who - In a PIR, the views of the actual people involved really matter. However, with a PIA, independence is often both a necessity (due to people turnover and the passage of time) and a virtue (for the consistency it brings to the measurement of return).
The Benefits Realisation Plan (BRP)
A 'living' document, the BRP should be the one control item that pulls together these final three stages (and links them back to the original objectives and business
case of the project). At each stage, the benefits realised and benefits still in the pipeline are identified and the BRP updated. The BRP should be closed at the PIA stage.
Holding the workshop
To make the best use of resources, a half-day workshop is
usually the best way to organise the PIR or PIA, supported as appropriate by an independent facilitator.
It is vital to prepare materials in advance of the workshop, by
drawing on the (by now probably archived) project library. In particular, a summary of the finances and benefits realisation statement should be prepared and circulated to attendees in
Managing the legacy
The outputs from the PIR are a 'legacy' to future projects. This
legacy needs to be stored in such a way that it can be readily retrieved by future projects which face similar challenges.
In this way, one can avoid the same mistakes being made over and
over again in the future and (more importantly) secure the return of future investments.