Final Remarks

Abstract

Benefit points complement the concept of points-based estimation. We showed how to use points estimates for both benefit and cost in various project and portfolio management activities. One can also adapt a range of other models that we did not cover (see e.g. [3, 1, 2]) to points-based estimates. Points-based estimates give rise to project management templates into which you can instantiate various monetary values, for example, various scenarios according to uncertainty assessments. Benefit points make benefit estimation explicit. The strength of this approach over others is that benefit points provide an explicit link from the strategic level through the business case and down and into a project’s product elements and backlogs. In portfolio and project management there are opposing views. For example, the earned business value management regime provides a dashboard with indicators of project progress in terms of your estimates, regardless of exactly when and in what direction cash flows. It gives you metrics for the amount of estimated business value and functionality you are producing. The periodized regime, in contrast, provides a dashboard with indicators of when investment is needed and when a return is expected. These two dashboards represent opposing interests belonging to those who favour product, on the one hand, versus those who favour return, on the other hand. Differences in opinion regarding these views have likely resulted in many conflicts and can ultimately run projects aground. The good news is that you can now construct these dashboards using the same points-based data, data that all stakeholders of the project have produced and own jointly. This at least means that decisions can be made that are closer to what amounts to a common vision of product and process. The lack of documented use of techniques that support benefits management and, in fact, the unfortunate dearth of benefits management at all imply that this book is a call for action. Since benefits management, at least in some form, is making its way into corporate and public service regulations, it is time to move beyond mere talk. Benefits management must manifest itself in concrete benefits management tasks whose effects can be monitored over time. The techniques in this book were designed to support benefits management in that way, but the important thing is that you do use benefits management techniques; if not those presented in this book,