Hope and Patience
Whilst making your case, you used analysis and benchmarking of other
organisations to create a momentum of hope. That was grounded in specifics; the hard and soft benefits your project was to deliver.
Seeing is believing
But hope only takes you so far. After time, tangible delivery needs to be
seen and felt, by your employees (first by stakeholders and then by your detractors!)
The Benefits Dependency Network
A good starting point for benefits tracking is to agree (early on in the
project) a Benefits Dependency Network (BDN).
Developed by Cranfield University, the BDN is a great tool to (a) get your stakeholders and team on a single page as to vision and (b) to make that
vision real through a set of measurable benefit outcomes.
Once the benefits have been determined, the team can further develop the
network to "ground" benefits by identifying the dependent process, business & technology changes required. The project scope drops out of the network, as it summarises all the necessary changes -
that can be tracked - from the current state to the desired state.
The Benefits Realisation Plan
The scoped items can then be loaded into a Benefits Realisation Plan, which
includes a comprehensive system for tracking the evidence that benefits have been realised.
The plan need not be complex (in the panel right, I propose the use of a
simple spreadsheet). However, there are a number of core elements that must be included: