132 G o w e r H a n d b o o k o f P r o j e c t M a n a g e m e n t

Figure 8.4 Benefits map for the objective – ‘To reduce carbon footprint’

Note that all benefits are written starting with an adjective indicating the desired
direction of improvement, which is highly recommended. The map also includes a
potential disbenefit – ‘Fewer Holiday Days’.
At this stage the map is nothing more than a wish list though not a random one. It
has been carefully constructed starting from the bounding objective and applying logic
and an understanding of the business environment. So if the map is of good quality and
all the benefits are realized then the bounding objective will be fully achieved. So the
next step is to determine what needs changing to achieve each of the benefits.

Benefit Dependency Map (BDM)

This map is developed from the Benefits Map by adding the required enabler features
and business changes. This process normally works left to right through the Benefits Map
examining what change needs to occur for each benefit to be realized. The answer to this
question is normally some combination of enabler features and business changes. Once
determined these requirements are then added to the map transforming it into a Benefit
Dependency Map.
 B e n e f i t s R e a l i z a t i o n M a n a g e m e n t 133

Map Weighting

A quality map, once completed, defines all the possible contributions to the end goal.
So to fully achieve the end goal all the changes and enablers must be delivered and all
the paths in the map must function. However the contribution of some paths in the
map may be small but the costs and/or risks associated with them may be high. So when
building the project plan some parts of the map may be consciously left out; for instance
we could settle for 80% of the benefits for 20% of the costs.
One technique for choosing which parts of the map should go into the project
plan is Sigma’s weighting and scoring process. Working right to left the paths feeding a
particular entity are ranked based on their current importance or relative contribution.
These relative rankings are normally expressed as percentages. Once this has been applied
to the whole map a large round number (such as 1,000) is added to right most entity.
This is normally referred to as its ‘score’ to distinguish it from its value. The arithmetic
process of applying the % weightings to scores in a right to left direction will result
in each benefit being given a score. This will highlight which benefits, particularly left
hand benefits, should be given priority and so provides a structured process for choosing
between solution options.
This process is most frequently applied to Benefit Dependency Maps to help determine
which enablers and changes should be implemented and in what sequence. It can also
be applied to the Strategy Map and the scores can then be cascaded down through the
set of BDMs.
An illustration of how this works in practice is given in Figure 8.5 where the process
has been applied to the BDM ‘To Reduce Carbon Footprint’.
In this map the benefits ‘improved time management’ has a score of 120 compared
to the benefit ‘greater use of energy-saving appliances’ which has a score of 60. Couple
this information with the large cost difference in the feeder changes, namely ‘delegate
more’ and ‘more efficient boiler’ and it becomes very clear that an early activity should
be to delegate more. This will be a ‘quick win’ which will deliver some early value while
funding is acquired for the capital cost of a new boiler.

Summary

To summarize, the maps evolve through the following series of stages:

• A logically engineered wish list;

• A set of feasible options (as enablers and business changes are added);
• A Plan (as some paths are deselected from the map using weightings and scores);
• A vehicle for communicating expectations;
• Progress reports.

Maps are extremely useful for the following:

• Identifying a comprehensive set of benefits;

• Determining required enablers and changes;
• Assessing the impact of unexpected changes – internal and external;
• Aiding prioritization.