Project Benefits Realisation and Strategic Alignment
Projects exist to create change that delivers value. Yet many organisations still measure success mainly by “on time, on budget, to
scope.” Benefits realisation and strategic alignment shift the focus from outputs to outcomes: did the project actually move the
organisation closer to its strategic goals, and can that value be evidenced and sustained?
This topic sits at the intersection of strategy, portfolio management, project delivery and organisational change. It is especially
relevant for panels because it surfaces tensions that every experienced practitioner recognises short-term delivery pressure versus
long-term value, technical completion versus behavioural adoption, and the difficulty of attributing business results to a single
initiative
Common challenges:
- Vague or unmeasurable benefits
- Ownership gaps after go-live
- Strategic drift during long programmes
- Over- or under-attribution of results
- Low adoption despite technical success
- Delivery pressure that sacrifices data quality, training or process change
- 18:00–18:30 Networking drinks with light bites
- 18:30–19:30 Panel discussion
- 19:30–20:00 Networking
