Benefits mapping: the foundation for benefits management

Benefits mapping is a crucial tool in project and program management, providing a visual representation of how organisational changes and project outputs contribute to desired outcomes and strategic objectives. Stakeholders should always be involved in developing and revising benefits maps, and this blog rehearses the role of the stakeholder and how to run workshops. 

It's been questioned whether some of the projects we run aren’t for the organisation or client, but rather because a salesperson wants to make their bonus. But this won’t help your organisation succeed. The funding organisation making the investment (the customer) should be clear on what we want in return, and that’s the real ROI.  

Benefits are realised by the users, so the users need to be involved, although it’s likely to be different users at different stages of the project and asset life cycle. Involving users means communications. And an excellent tool for communication is the benefits map. 

Benefits maps: The different types  

There are several types of benefits maps, each with its own strengths and applications: 

1. Benefits Dependency Network (BDN): Illustrates the relationships between enablers, business changes, benefits and strategic objectives. 
2. Results Chain: Shows the sequence of activities and outcomes, leading to further activities and outcomes. This benefit map is flexible in the way that it can illustrate intermediate change states, show greater or less detail, and indicate at what point in time an activity needs to start or an outcome (including benefit) should be expected. 
3. Bi-directional benefits map: Useful for developing strategy and actions arising, and then testing whether the actions will deliver the required benefits. Complicated to maintain after initial use. 
4. Portfolio benefits matrix: A map showing how the work within a portfolio contributes and enabling assessments of what needs to change in order to achieve the organisation’s objectives. 

For the purposes of this blog, let's focus on the Benefits Dependency Network (BDN). 

BDNs are examples of project and programme-level benefits maps (see BS 202002 Appendix 1). They address WHAT we do and HOW we do it: 

• the goal or objectives are essentially fixed,  

• the benefits (how much of that goal or those objectives we will achieve) depend on WHAT activities and HOW much/ how well they are done, and  

• all projects are subject to unexpected obstacles so there’s a continuous trade-off between cost and scope where benefits can justify the cost of the scope or justify what can be left out.  

A good summary of benefits mapping can be found in PM World Journal, and a good example of two different views of a BDN is illustrated on page 75 of MSP v5 manual. 

Benefits mapping workshops 

Creating a benefits map is a group activity. It’s tempting to have a couple of conversations and then sit by yourself and draw a benefits map. Unfortunately, this doesn’t help communication, it doesn’t help the project and it will probably lead to a lot more work later in the project, when the change team encounter resistance, or the project is simply heading in the wrong direction.  

Preparing for a benefits mapping workshop 

To ensure a successful benefits mapping session, consider the following preparatory steps: 

1. Identify key stakeholders: Include representatives from various departments and levels of the organisation who can provide diverse perspectives on potential benefits. 
2. Gather relevant documents: Collect strategic plans, project charters and any existing performance metrics to inform the mapping process. 
3. Define clear objectives: Establish what you hope to achieve through the benefits mapping exercise and communicate this to participants. 
4. Choose an appropriate venue: Select a space conducive to collaborative work, with ample room for visual aids and group discussions. 

I have run benefits mapping workshops in 25 minutes and I’ve taken a whole afternoon - the best is a series of 3 workshops of 90 minutes to 2 hours each, at least 6 weeks apart, with the same stakeholders. In between is where the real work gets done; when people go back to talk to colleagues and realise what they forgot, look up evidence and bring back a much more complete and thought through view. 

Running an effective workshop 

When conducting the benefits mapping workshop: 

1. Start with the end in mind: Begin by identifying the ultimate strategic objectives or desired outcomes. 
2. Work backwards: From the objectives, identify the benefits that contribute to them, then the changes needed to realise those benefits and finally the enablers required to implement those changes. 
3. Encourage participation: Ensure all stakeholders have the opportunity to contribute their insights and perspectives. 
4. Use visual aids: Employ large sheets of paper, sticky notes, or digital tools to create a dynamic, evolving map during the session.  
5. Challenge assumptions: Continuously question the links between elements to ensure they are logical and supported by evidence. 

An effective series of workshops ensures that the different people bring information from the stakeholder group they represent and take back a wider understanding of how the work will affect other stakeholders in the organisation. The workshop might/ is likely to change the scope and work of the project, but for the better. It will also create positive engagement with the wider stakeholders - they don’t resist because they want the benefits for themselves. 

Between workshops and post-workshop follow-up 

After each workshop, it's crucial to: 

1. Refine the map: Clean up and formalise the benefits map in its current status (incrementally more complete over the series). 
2. Validate the cleaned-up map: Send out the current cleaned-up version out to all representatives of stakeholders to discuss and confirm or change at the next workshop. 
3. Assign activity and get commitment: Explain to the participants and other stakeholders what they need to do before the next workshop, or what they need to adopt into their day-to-day work to assist the project. 
4. Integrate with project plans: Incorporate the benefits map into broader project and program management processes. 

Benefits mapping is not a one-time exercise but an iterative process that should be revisited and refined throughout the project lifecycle. By providing a clear visual representation of how project activities contribute to organisational goals, benefits mapping helps maintain focus on value creation and supports effective decision-making. 

 

You may also be interested in:

• What is benefits management and project success?
• Join the Interest Network group to continue the discussion 
• Benefits management: where to begin?