February 2013

Request:

1. Do you currently or have you in the past used any of the following?

  • Benefits Realisation Management (Bradley, 2006, OGC, 2004)
  • The Cranfield Process Model of Benefits Management (Ward et al., 1996)
  • Management of Value (OGC, 2010)
  • Active Benefits Realisation (Remenyi & Sherwood-Smith, 1998)

2. What is the most commonly used method and why is this method used rather than any of the other methods available?
    
3. Do you have a benefits management centre of excellence?
    
4. Do you have a specialist benefits management resource? Please indicate whether this is a permanent or contingent resource.
    
5. Does your organisation have a centrally managed and consistent framework, with established processes, for defining and tracking benefits realisation?
    
6. To what extent are business requirements linked to and influenced by benefits?
    
7. On a scale of 1 to 9, where 1 is not embedded at all and 9 is thoroughly embedded, how well embedded is benefits management within programme management and the development of organisational strategies?
    
8. Please provide a sample of completed benefits management products, specifically:

  • Benefits maps
  • Benefits registers
  • Benefits management strategies
  • Benefits realisation plans
  • Benefits profiles

9. If you do not use a structured benefits management approach, please provide a reason as to why this decision has been taken.

Outcome:

Successful / Business As Usual enquiry

Response:

We have not treated questions 1-7 and 9 as Freedom of Information requests, as we believe them to be business as usual questions and not specific requests for recorded information as covered by the Freedom of Information Act 2000. We hope the following information will be useful in addressing the questions you have asked:

The National Archives uses a structured benefits realisation methodology for all formally managed projects. This methodology is based on 'Managing Successful Projects with Prince 2' and 'Business Benefits through Programme and Project Management': Managing Successful Programmes. This is in line with Cabinet Office guidance on managing projects and programmes in the public sector. The National Archives' methodology also takes account of the key principles contained within the OGC's 'Management of Value publication'. We have not used the other publications referred to in your email. 

Identifying benefits at the beginning of a project or programme is a key part of starting the project. On completion of a project, a formal benefits realisation review is undertaken which includes identifying whether  anticipated and additional  benefits have been met, and also a review of success factors. Therefore benefits realisation is fully embedded into the management and delivery of formal projects within The National Archives. 

It has a team of project managers, who are in the main permanent employees. These Project Managers work with the project team and project board to identify benefits, including when these are likely to be realised, and identifying the owner of delivery of each benefit. While it does not have a formal 'benefits management centre of excellence', the team share knowledge about each project they have managed or are managing, including benefits identified. These are referred to, as appropriate, when taking forward future projects.

Question 8 is a valid request for recorded information under the Freedom of Information (FOI) Act 2000 and we have handled it as such. You asked:

8. Please provide a sample of completed benefits management products, specifically:

  • Benefits maps
  • Benefits registers
  • Benefits management strategies
  • Benefits realisation plans
  • Benefits profiles

The FOI Act gives you the right to know whether we hold the information you want and to have it communicated to you.

Please see attached  below a 'Benefits Realisation and Success Factors' document, providing a detailed working schedule of the anticipated benefits of an example project undertaken by The National Archives. This schedule establishes ownership and identifies means of realising and verifying the benefits through trackable parameters. The Critical Success Factors define those elements or activities that are necessary for the project to succeed, and allow the National Archives to measure how successful the project has been.

Please note that this document is an example of a completed benefits management project only, and does not relate to any actual project undertaken by The National Archives.
 

Benefits Realisation example template (DOC, 0.06Mb)

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