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Home > Executive Report > Case Studies
When it comes to calculating and reporting the true business benefits realized from projects, most organizations still don’t go much beyond budget and schedule metrics. Here is how one company has created the infrastructure and a culture of accountability -- from stakeholders to teams -- to assess tangible benefits, and to increase the value and predictability of return on investment.
This is the fourth article in an ongoing series on how organizations can use enterprise portfolio management to improve execution performance and increase return on internal investment.
The idea that businesses should strive to maximize the benefits they realize from their internal investments including IT, training, process re-engineering and facilities should, at face value, sounds obvious. Delivering tangible business benefit is the fundamental driver behind virtually all internal corporate spending. And just as individual investors and financial managers use proven methods to maximize returns while managing risk, you might guess that it would follow that large corporations would have similarly sophisticated processes for maximizing return and managing risk for their internal investments.
Yet real-world experience, and a range of reports issued by leading analysts, show that, in fact, very few companies have a structured approach for calculating and reporting the true business benefits that are realized from their internal spending.
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