Beyond the plan: Using documentation and tools to realise real project value

As project professionals, we know that delivering on time and budget is only part of the story. The real measure of success lies in the value our projects deliver – the tangible benefits that help our organisations achieve their goals. But how do we ensure we stay focused on that value throughout the often-chaotic project lifecycle? And how do we demonstrate that contribution effectively? 

The answer lies in structured benefits management, supported by clear documentation and practical tools. It’s about moving beyond seeing benefits as just a section in the business case and integrating them into the way we manage projects day-to-day. 

Connecting the dots: From portfolio to project 

Often, the disconnect starts at the portfolio level. Projects get initiated, resources are allocated, but is there a clear, shared view of how everything contributes to the bigger picture? Good practice, like that outlined in BS 202002 (the British Standard on Benefits Management for Portfolios, Programmes and Projects), encourages a portfolio cycle where we constantly check our expected benefits against organisational needs. We need to ask: Are our combined projects forecast to deliver the required strategic objectives? If not, what adjustments do we need to make – perhaps re-scoping an existing project or initiating a new one? 

This portfolio perspective provides the essential context for our individual projects. When a project starts, its purpose should be clearly linked back to these organisational goals, addressing a specific need or benefit gap identified at the higher level. 

Practical documentation: Our navigation aids 

This sounds complex, but we have practical tools to help us navigate. Think of benefits documentation not as bureaucracy, but as essential maps and guides: 

• Benefits management strategy: Ideally, our organisation has a strategy outlining how we approach benefits consistently – defining roles, processes and maybe even preferred tools. If not, we as project managers can initiate one for our project, ensuring clarity from the start. But send it up the tree – the organisation needs an agreed strategy. 
• Benefits maps (Results Chain or BDNs): These aren't just pretty pictures; they're working diagrams showing the logic – how our project outputs lead to changes in ways of working (outcomes) and ultimately deliver the benefits that support strategic goals. We build these collaboratively in workshops, ensuring everyone understands the path to value. 
• Benefit profiles: These capture the vital details for each key benefit: What is it? Who owns it? How will we measure it (using both early 'lead' indicators and final 'lag' measures)? What’s the target? What are the risks? 
• Benefits realisation plan: This brings it all together for the project – who does what, when, to track and realise the planned benefits. 

Making it manageable: The role of tools 

Keeping track of all this, especially across multiple projects or a complex programme, can feel overwhelming with just spreadsheets and standard documents. This is where digital tools come into their own. Platforms designed for benefits management or integrated PPM suites can help us: 

• Create and share dynamic benefits maps. 
• Maintain a central register of benefits profiles. 
• Track lead and lag measures against targets. 
• Automate reporting and create dashboards for clear communication. 
• Facilitate collaboration between project teams, stakeholders, and benefit owners. 
• Enable the P3O to aggregate data for that vital portfolio-level view. 

Tools like Wovex, alongside features in broader PPM systems, make implementing structured benefits management far more feasible. They allow the right people to access the right information, streamlining reporting and analysis. 

Achieving success together 

Integrating benefits management isn't about adding extra work; it's about working smarter. By using structured documentation and appropriate tools, we can keep our projects firmly focused on delivering value. It helps us communicate more effectively with stakeholders, make better-informed decisions when faced with changes or risks, and ultimately demonstrate the real success of our work. When we focus on benefits together, we don't just deliver projects; we deliver progress. 

You can read more detail on the documentation, tools, and processes involved in the full article published in PM World Journal ({Minney, 2025 #9298}). 

 

You may also be interested in:

• What is benefits management and project success?
• APM Benefits and Value Interest Network
• Benefits realisation management and its influence on project success and on the execution of business strategies