Completed Benefits ProfilePurpose of the Benefits Profile: To document in detail each benefit or outcome the project is to deliver and track its realisation.

Derivation: Information is derived from: Opportunity Assessment, Project Brief, Project Plan, Business Case and the Customer,

Benefit Description Size of Benefit

(£ / units?)

Date benefit will be

realized?

Benefit measure?

Baseline Measurement

?

Forecast final Measurement

?

Any Strategic KPI

Contribution?

Who will be responsible for

Benefit Realisation?

LCC Project and Programme activity better aligned to deliver the One Leicester Vision and Strategic Priorities

30% improvement in number of

projects making a significant

contribution

September 2010

% of projects from the Project Portfolio assessed as making a significant contribution to Strategic Priorities

60% of projects delivered significantly in value against Strategic Priorities (Nov 2008)

90% of projects assessed as delivering a significant contribution (Sept 2010)

Reach level 4 (excellence) within CAA by 2012Delivery of Strategic Priorities

Strategic Directors

Projects and Programmes focused on delivery of required outcomes (not outputs)

100% improvement

from 31 March 2010

31 March 2011

% of projects assured assessed as having “good compliance” with outcomes delivery (from Project Assurance Reviews)

% as at 31 March 2010

100% as at 31 March 2011

Reach level 4 (excellence) within CAA by 2012Delivery of Strategic Priorities

Strategic DirectorsProject Directors

% of projects over £100k having developed a Benefits Profile

% as at 31 March 2010

100% of all projects (starting at or after 31 March 2010)

% of projects at the appropriate stage over £100K having developed a Benefits Realisation Plan

% as at 31 March 2010

100% of all projects at the appropriate stage as at 31 March 2011

CPMO: Completed Benefits ProfileBenefit Description Size of Benefit

(£ / units?)

Date benefit will be

realized?

Benefit measure?

Baseline Measurement

?

Forecast final Measurement

?

Any Strategic KPI

Contribution?

Who will be responsible for

Benefit Realisation?

Increased delivery of Projects and Programmes to time, scope, cost and quality

30% improvement in delivery to

time, cost and quality by March

2011

September 2010

% of completed projects delivering on time, within agreed budget and delivering acceptable quality as assessed from End-Project Reports

%- performance over 6-month period April-Sept 2010

30% improvement by end of next 6-month period Oct 2010-Mar 2011

Reach level 4 (excellence) within CAA by 2012Delivery of Strategic Priorities

Strategic DirectorsProject Directors

100% improvement

in relevant compliance scores from

Project Assurance

% of projects assured assessed as having “good compliance” or better with Planning, Financial & Quality Management (from Project Assurance Reviews)

% as at 31 March 2010

100% as at 31 March 2011

Improved internal Project and Programme Management capability

25% improvement in PM self-

assessment scores

March 2010 %-improvement in overall average self-assessment scores from Project Management Register

Nov 2008 baseline

25%-improvement by March 2010

Reach level 4 (excellence) within CAA by 2012

Head of CPMOHead of L&D

% (Tbc) improvement

in overall average Project

Assurance scores

March 2011 % of all projects assured assessed as having overall “good compliance” average Project Assurance Scores

% as at 31 March 2010

100% as at 31 March 2011

20% improvement in average PM Network attendance

Dec 2010 Average attendance at PM Network Events over preceding 12-month period

Average attendance for 2009

20% improvement in average attendance for 2010