20: Benefits Realization
Deliver all intended benefits. Other Information:
No program has any value if it does not or cannot deliver what has been promised. Benefits Realization is therefore a core
responsibility for the Program Leadership. All intended benefits need to be delivered in practice, and this will not happen
without pro-active benefits management. Many organizations often fail to pro-actively manage the downstream benefits after
an individual ICT project or program has been completed. Often, ICT programs are seen as “completed” once the technical implementation
is initially operational. Yet in order to reap the full projected benefits (efficiency savings, customer service improvements
etc.), on‑going management is essential, often involving significant organizational and cultural changes. The Transformational
Government Framework does not seek to specify in detail what benefits and impacts a Transformational Government program should
seek to achieve – that is a matter for each individual government – however, the TGF does set out a best practice approach
to benefits realization. See also Component 4 (“Benefits realization Strategy”) of the [TGF Primer] for further details. The
benefits realization strategy should be a formal document, developed as part of the Policy Product Management process and
in collaboration with Engagement with Stakeholders. Benefits realization is an integral part of the Critical Success Factors,
and review of progress against the benefits realization strategy should be part of the checkpoint process recommended therein.
Indicator(s):
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