Benefits Realisation

10Implementing Benefits Realisation

The ambition of the final part of the book is to provide inspiration for how to implement and anchor the benefits realisation method in your organisation. This will ensure that your change projects’ benefit potential will be realised.

“Benefits realisation has helped Ørsted create significantly more value with our projects and epics¹ through better prioritisation decisions, clear managerial ownership, and structured follow-up.”

Kenneth Theilgaard Roslind, Chief Digital Officer at Ørsted²

Throughout the book, we have dealt with how the benefits realisation method helps to increase value creation in projects. One of the most important conclusions has been that successful implementation of benefits realisation is very much about changing behaviour and that you can come a long way with just a few simple tools. At the same time, efficiently scaling the use of the benefits realisation method can be achieved with the help of a portfolio management office (PMO).

In this book, we have presented two cases: Nykredit (see Chapters 3–5) was driven by a desire to increase revenue through sales of new services and products. The University of Copenhagen (see Chapter 6) was motivated by an objective to find more efficient ways of working and increasing quality and the satisfaction of internal stakeholders. Implementing the benefits realisation method in your organisation is similar to the two cases as the value of using the method only materialises when ...