The Anatomy of a Benefits Register in Program Management

As deliverables are to projects, and organizational strategic objectives are to portfolios, so are benefits are to programs! I keep on saying: 

Project delivers. Program coordinates. Portfolio decides.

In other words, project produces the deliverables, program coordinates for the benefits, and portfolio decides on the components – which component to take, drop, suspend, or resume in order to meet the strategic business objectives.

Benefits can be delivered individually by individual program components or it can be collective benefits coming from an integrated work done by the program manager. It’s the job of the program manager to ensure the benefits are realized in a timely manner. 

Now, irrespective of your desired certification – Portfolio Management Professional (PfMP), Program Management Professional (PgMP), or Project Management Professional (PMP) – it pays to understand the concept of benefits and benefits management. 

In particular, it’s crucial for program management when you pursue the Program Management Professional (PgMP) certification. 

In fact, there is a dedicated performance domain (PD) called Benefits Management. This directly maps various phases of the Program Life Cycle Management PD. In addition, there is a distinct principle: Benefits Realization.

 

Benefit and Benefits Register

Benefit is the gains and assets realized by the organization and other stakeholders as the result of outcomes delivered by the program. 

Simply put, the essence of benefits is to capture gains. 

Next, the benefits register collects and lists the planned benefits for the program. It’s the repository where in which benefit profiles are recorded for each benefit. 

One can’t identify all possible benefits at the outset for a program as there can be unplanned, unexpected and/or emergent benefits. However, Benefits Register being the central repository is a powerful tool in Program Management.

The Anatomy of a Benefits Register

Did you notice that I informed about benefit profile, which is recorded in the Benefit Register? A benefit profile is a description of the benefit (to be delivered by a program), its intended beneficiaries, and criteria for its realization. 

When you complete a profile for each benefit, it helps in analysis and planning. 

A benefit profile description includes:

• What part - what the benefit is?
• Who part - who is the benefit is for?
• When part - when the benefit is intended?
• Why part - Why we need the benefit?
• Categorization - the Benefit's categorization
• Criteria for Measurement – Metrics/measure and to determine benefit realization.

Each benefit profile will become a part of the Benefits Register. This in turn supports the Benefits Management Plan (BMP).

Benefit Profile

In the below figure, I’ve outlined a benefit profile which will give an understanding of the benefit’s attributes and measures. The reference for it taken from the Project Management Institute (PMI). 

As noted earlier, this benefit profile will be recorded in the Benefits Register and will used throughout the program life cycle, though it’s first created during Benefits Identification stage.

Sample Benefits Register

Now, you’d thinking how does a Benefit Register look like? I’ve already provided a sample in a previous article of Benefit Management in Project (see here). This is replicated below.

I’m going to expand a bit more on it to have the below Program Benefits Register.

As I expand on Benefits Register with the categorization and attributes, I’ve the following representation. In the real-world program management, one can maintain a spreadsheet, e.g., XLSX file. 

The previous table is continued below. I’ve kept the first column of Benefit ID below for continuity.  

Did you notice the entry of key stakeholders above? 

This is because benefits are fundamentally about gains realized by the beneficiaries (or stakeholders). 

Elements of Benefits Register

Next, let’s go through the elements of the above Benefit Register. Do note that the Standard for Program Management (SPgM) only informs about the Program Benefits Register, not the Benefit Profile!

• Benefit ID – The benefit identifier, which uniquely identified the benefit.
• Benefit Label (Name) – The name of the benefit.
• Benefit Description – The illustration of the benefit.
• Benefit Categorization – The category to which a benefit belongs to. One a benefit can belong to multiple categories!
• Benefit Owner – The person or group who will own the benefit.
• Expected Timing – This can be divided into two, i.e. Start Date and End Date. This informs when the benefit is expected to be delivered.
• Mapping – Mapping of planned/expected benefits to the program component(s). 
• Risks – The risks assessment of the benefits and probability of achieving the benefit.
• Dependencies – Dependencies for the benefit.
• Assumptions – Assumptions associated with the benefit.
• Metrics – The metrics needed to measure the benefits.
• Target Value – The target value of the benefits – preferably quantifiable.

I’ve not added all the fields in the spreadsheet shown above, e.g., Risk Probability. Each program benefit should be assigned a risk probability. Indeed, several factors can drive the probability. For example, the number of components needed to realize the benefit can be one of the factors. 

Taking another example, one of the attributes can be the status or progress indicator for each benefit. This also can be added to the above spreadsheet. 

The depth and breadth of attributes will determine the intensity with which you – the Program Manager – will track the benefits coming from the program components. 

In Summary

In my earlier linked article, I’ve informed about Benefits Management Plan being used in the PMP certification. 

A number of PMP certified professionals pursue PgMP certification. When you go for the Program Management Professional (PgMP) certification, the Benefits Register is one of the key artifacts to know along with:

• Program Benefits Management Plan,
• Program Benefits Management phases (multiple ones),
• Program Benefits Map,
• Program Principle – Benefits Realization (a distinct principle), and
• Program Performance Domain – Benefits Management (a dedicated domain). 

That's quite a few! Isn't it?

However, when you follow and prepare with ManagementYogi’s courses and/or books, you’ll learn them not only in-depth, but also in a practical manner.

References

[1] Benefits Realization Management for Projects, by Satya Narayan Dash, CIPSA, CHAMP.

[2] Portfolio Management - Benefits Dependency Map, by Satya Narayan Dash, CIPSA, CHAMP.

[3] The Standard for Program Management, from Project Management Institute (PMI).

Program Management Demystified – What It Is and What It’s Not

  

Program management is often misunderstood as simply “managing multiple projects”. In reality, it is a strategic discipline focused on managing related initiatives to achieve broader organizational outcomes leading to benefits aligned with strategic objectives. 

Unlike project management, which zeroes in on delivering specific outputs or deliverables within the defined constraints of scope, schedule and cost, program management connects the dots among the interrelated group of projects, subprograms and program activities – known as program components. 

A program aligns its components with business goals, manages interdependencies, and ensures that the combined value exceeds the sum of individual efforts. In fact, in the Standard for Program Management (SPgM), there is a principle (PR): Synergy.

The Synergy PR explicitly tells this: we create more than what is possible/achievable by a program’s individual component parts.

In this article, we will know more on Program Manager and act of doing so – Program Management. I’ll try to remove many misconceptions and will follow the same pattern as used in CIPSA course – What It’s and What It’s Not.

I'd also suggest that you read this article in combination:

Decoding A Program – What It Is and What It's Not

Now let's dive-in.

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1. Not only Knowledge and Skills, but also Principles.

Program management is not only the application of knowledge and skills, but also principles.

For the first time, in the NEW Standard for Program Management (SPgM), PMI has added a number of principles which permeates across various performance domains. Yes, knowledge and skills are needed to perform program management. However, principles are equally important. 

For example, there is principle of Governance, which is a must-have in order to manage programs effectively. 

2. Not only a Manager, but also a Leader.

The program manager is both the manager and leader of the program.

As the SPgM notes and I quote verbatim:

"Program management is led by a program manager, who is the person authorized by the performing organization to lead the team or teams responsible for achieving program objectives."

You, the Program Manager, are the leader of the program. Make no mistake about it. However, leadership and management are not the same. To know more leadership, you can read this comprehensive article. The prior linked article is about project managers, but many aspects will be applicable to Program Managers, too. 

3. Not Just Traditional, but also Agile.

While planned benefits' delivery in phase-based manner is well-understood, program benefits can also be delivered in an Agile mode.

Programs can have phase- or gate-based approach to deliver the benefits. One can also deliver the benefits in an Agile mode. 

For the planned/target benefits to delivered in Adaptive mode, the approach is to deliver in an increment manner, i.e., we get incremental benefits. In Agile approach, iterations are typically used and incremental benefits are given at the end of every iteration.

Agile at Scale framework, such as Certified In Practical Scaled Agile (CIPSA), can be used for incremental delivery. 

4. Not only Vertical, but also Horizontal. 

Program managers look at both the aspects for communications – vertical and horizontal. 

When I say both vertical and horizontal areas of program, there are many aspects to it.

As a Program Manager, you have to provide solid horizontal and vertical communications with the stakeholders. Another aspect is horizontal coordination with other program managers under the same portfolio, but also vertical support for the top leadership. After all, a program should be strategically aligned. 

5. Not a Politician, but Politically Savvy.

A program manager is not a career politician playing politics, but should be politically savvy showing sensitivity to diverse interests.

Your job is that of a program manager, not of a politician. Many don't touch this aspect of politics, but I certainly will! A number of organizations have too much political climate, where rarely anything gets done, other than playing politics. This is one of the key reasons for their failures. 

However, as a program manager, you need to be politically savvy. You need to be politically aware and pay close attention to the interest of the program stakeholders – especially stakeholders with high power, interest, and influence. However, you've to act with integrity. 

6. Not only Benefits, but also Strategic Alignment.

Programs delivery benefits taking a number of related components. Programs are also aligned with strategic objectives of an organization. 

Programs are typically initiatives within a portfolio. When a program is initiated a program manager is assigned. It's the job of the program manager to not only deliver the benefits, but also continuously align the program with strategic objectives while being in pursuit of the benefits to be delivered. 

In other words, the benefits and value to be delivered are important to an organization's strategic business objectives.  

7. Not only the Mentor, but also a Facilitator.

Program Managers wear many hats, including those of a mentor and facilitator depending on the context and situation.

A Program Manager (PgM) acts as mentor while ensuring that standards and practices are understood and followed.

Coming to the role of a facilitator, here is an example. Program is a team of teams. But some teams may not be under the direct authority of you, the Program Manager. In such cases, facilitation may be required. 

Note: There is another principle called Team of Team (ToT PR) specifically for program management.

8. Not Managing Operations, but Managing Program Components.

Program Managers don't manage operations, but manage the program itself.

A program manager considers the program elements such as projects, subsidiary program and program related activities. Operations, usually, are not under the scope of the management because operations are ongoing in nature. 

However, operational activities that directly related to a program's components may be considered as program-related activities. This is distinction is very important to know.

9. Not One Governance Body, but Multiple Governance Bodies.

In practice, most program managers have to deal with multiple governance bodies, not just one!

The program management standard talks about approaches, principles, performance domains and practices for most of the programs, most of the times. 

Nevertheless, considering governance, most program managers will have to deal with multiple governance bodies, not just one body. On ground, governance functions are performed through multiple governance bodies. 

10. Not only Top-Down, but also Bottom-Up. 

As a program manager, you've to be familiar with management of both types of programs: top-down or bottom-up. 

In a top-down approach, programs are taken fresh to pursue new goals and objectives. This are usually initiated with a Portfolio. See PfMP Live Lessons – Guaranteed Pass for more details on portfolio and the initiatives within. An example can be an initiation of a program within a portfolio as part of organization's strategic planning cycle.

On the other hand, it's possible that some of the projects are already running and it was decided to run them together as a program. These projects/subprograms have relatedness and interdependencies and hence, they are better managed as a program. 

Again, you – the program manager – have to know both these approaches and how to conduct various program activities in both the cases.

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Summary Table – Program Management 

Conclusion

Program Management is not merely coordinating projects but goes beyond. It’s about creating alignment, enabling strategic execution, and driving long-term value for your organization by delivering benefits.  

Above all, it's applying the program management principles, which are woven with the various program management performance domains. 

When done well, program managers and program management become the bridge between organization’s vision and ground execution with a set of interrelated components. 

As I wrote in the beginning, it’s about synergy–creating more than what’s possible by individual component parts. Indeed, it is!

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[3] Guaranteed RMP Live Lessons Course, by Satya Narayan Dash, CIPSA, CHAMP.

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Decoding A Program – What It’s and What It’s Not!

Recently, I was interacting with a few project managers who have years of experience in the field and they wanted to pursue program or portfolio management. They quickly understood portfolios, because it’s sharply different and distinct compared to projects. 

However, they struggled to understand program and its management – particularly the PMI way. 

Certain questions came-up:

1. Why not take a big project in place of a program?
2. If programs have strategic alignment, then why we need portfolios?
3. What exactly are the components of a program? Are operations part of it?
4. In my organization, many projects are running, but there are no programs. Why is that?
5. I tried to run a program in my organization, but the Project Management Office (PMO) rejected the proposal.
6. And more…

In this article, I'll elaborate on the program management in what it's and what it's not. It'll follow my CIPSA Article Series. CIPSA is world’s only practical, hands-on Scaled Agile certification. You can read the series here:

CIPSA – What It's and What It's Not

This approach benefits both the CIPSA aspirants and successful CIPSAs. Hence, I’ll take a similar approach here. 

Now, let us dive-in.

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1. Not Disparate Goals, but Common or Complementary goals.

Program components will have common or complementary goals, not disparate ones. 

Program can have components such as projects and subprograms. Projects are usually the core components of a program. Subprogram is a group of related projects managed as a program within a program. 

All the program components will have common goals. These goals will be documented in the Program Management Plan. 

2. Not Outputs or Outcomes, but Benefits.

Projects provide the outputs/results (deliverables). Programs deliver the benefits. 

The definition of a program given by the Project Management Institute (PMI) says it clearly. It's noted below:

"A program comprises related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually."

Did you notice? In programs, it's about benefits. We manage the related group of projects and subprograms in order to deliver benefits to the organization. This is not possible if you  run them separately. 

3. Not Disparate Benefits, but Common Ones.

Program components jointly produce common benefits. 

This is related to the first point. However, it's with respect to the benefits – not goals. It’s possible that the program components don’t jointly contribute to the delivery of common benefits, but disparate ones.

In such a case, if the program components are related only by common sources of technology, stakeholders, or geographical locations etc., they are better managed as portfolios rather than as programs. It's very important to understand.

For example, it's possible in an organization you've multiple business units (BU). One BU is very specific to North America region. Within this portfolio, you have a collection of projects, programs, subportfolios, operations. The commonality among the portfolio components here is the geo-location.  

4. Not Isolated, but Related.

Program components are related to each other. It's a group of related projects and/or subprograms.  

The components in a program are always related. It's a group, not a collection of components as in portfolios. This relatedness is always there among the program components.

Because of this relatedness, we have interdependencies among the program components. These interdependencies can be visually shown by the Program Roadmap.

5. Not Alone, but can be Stand-alone and a Part of!

Programs can be stand-alone and directly part of the organization.

Usually, programs are part of a portfolio, which is used to directly achieve the organization's strategic business objectives. 

Programs can also be stand-alone, i.e., not part of any portfolio, but part of the organization. When a program is stand-alone, it may inherit some of the characteristics of a portfolio. In such a case, the role of a Program Manager has to be modified. 

6. Incremental or Collective Benefits, but not without any Benefits.

Programs are there fundamentally to deliver benefits and hence value to the organization.

Program benefits can be incremental in nature. Taking an example consider a community development program – parks, library, play area etc. The outcomes, coming from projects, start delivering benefits when they are finished. The benefits here are incremental. Is not it? 

Program can also deliver benefits all at once, i.e., as a unified whole. In this case the benefits of a program are not realized until the entire program is completed. 

7. Not Controlling Uncertainty, but Embracing Uncertainty.

Unlike projects where uncertainties are to be constrained and controlled, at program level, uncertainties are embraced. 

Projects try to control uncertainty and risks. The idea is to minimize threat and maximize opportunity. Programs, on the other hand, operate a higher organizational level. Hence, they have more authority and vision (visibility). Uncertainty is embraced and used as a tool to drive opportunities or find ways to reduce negative risks.

8. Not Reactive, but Proactive.

This is with respect to change management. In Programs, changes are managed in a proactive way, not in a reactive manner. 

For program components such as projects, program managers expect consistent level of performance - on time, within budget etc. In addition, program Managers can create new components or cancel existing components. This is to ensure benefits are in alignment with strategic objectives.

One can say that a program proactively uses change management to keep the program and its components aligned with the various aspects of the environment. 

9. Not Manage and Control, but Accept and Adapt.

This is with respect to change management. 

In a program, changes are accepted and adapted for optimization of benefits delivery. 

Projects focus on keeping change managed and controlled. The idea is to control with the project baseline. In portfolios, we continuously monitor change in the broader internal and external environments and consider strategic changes with an overall focus on value. Portfolios have organizational horizon for change management.

Programs, on the other hand, accept and adapt to changes. This is done to optimize benefits delivery. Benefits are realized as a program’s components deliver outcomes. 

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Summary Table: Program – What It’s and What It’s Not

Conclusion

I’ll elaborate a bit more on change. In fact, there is Change Principle (PR) for Program Management in the Standard for Program Management. The Change PR informs this: 

"Manage program change to improve effectiveness and efficiency of benefits realization, delivery, and sustainment during the program life cycle and after its transition to an organization’s operations."

Simply put, you embrace change with an overall focus on program benefits realization, transition, and sustainment.

To know more on change management flow in Program Management, you refer to this article: 

Program Change Request Management (PgMP) and Flow – The Standard for Program Management

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[2] PMP Live Lessons - Guaranteed Pass or Your Money Back, by ManagementYogi.com

[3] RMP Live Lessons - Guaranteed Pass or Your Money Back, by ManagementYogi.com

[4] ACP Live Lessons - Guaranteed Pass or Your Money Back, by ManagementYogi.com