The benefits realisation process sheds light on this “black box” by demonstrating the cause and effect relationship between deliverables, competence development, behavioural change, benefits realisation and the purpose of the project.
When Nykredit as well as many other organisations move directly from purpose to deliverables, it means that:
- The benefits are rarely clearly defined, and it is therefore not possible to follow up on them.
- It is unclear what change in behaviour is needed to realise the benefits.
- Deliverables that do not contribute to the realisation of benefits are produced.
In Nykredit’s case, the dialogue in both projects and steering committees did not focus on benefits, but rather on deliverables and issue handling.