We commission projects to realise the benefits: if we deliver the project but don’t realise the benefits, where’s the value in that?

我们启动项目来获得效益：如果交付了项目，却没有获得效益，那么项目的价值何在？

But we treat benefits as some afterthought or hoped for after-effect, rather than the project’s raison d’etre.

不过，我们会把效益看作是事后思考或希望的事后的影响，而不是项目存在的理由。

When we do measure benefits we make it incredibly hard, labour-intensive and (usually) value destroying!

我们衡量效益时，我们会让它变得相当的困难，劳动密集型，通常情况下会破坏价值！

How did we get to this situation? Benefits realisation management is not a mainstream discipline or process, but it should be.

我们如何处理这种情况？在效益获得方面的管理，并不是某个主流的学科或者过程，而在事实上，应该如此。

Why is effective benefits management such a rare sight? There are many reasons and pressures to keep benefits management off the agenda: “not mature enough, it makes executives too accountable, too many things change for it to be meaningful”, and so on.

为何有效的效益管理是如此的难得一见呢？将效益管理排除在议事日程之外，有诸多的原因和压力：“不够成熟，会让高管们过于负责，有太多的事情会发生改变，以至于没有意义”，等等。

But there is one underlying, invisible reason that undermines benefits management: operational management thinking.

但是，却有某个潜在的、无形的原因破坏了效益的管理：运营管理思想。

Operational management manages costs to budgets. Each year a month-by-month budget is approved, and each departmental manager works to ‘make budget’.

运营管理，管理着预算费用。每年，每个月的预算被批准，每个部门经理的工作是“制定预算”。

Overspending requires a ‘please explain’ as does under-performing on the revenue side. But the majority of managers know they have to manage cost as a primary control measure. They therefore bring this thinking into the project world.

预算超支，需要“解释”，就像收入欠佳也需要解释一般。事实上，大多数的管理人员都知道，他们必须把成本管理作为一项主要的控制措施。因此，这些管理人员将这种想法带到了项目管理上。

Look at your project/program/portfolio reporting and I guarantee that the majority of the reporting is cost-centric. Costs to date, costs to budget, costs to complete, committed costs, etc. All of these are important, but project delivery management should be managed to value.

请看看项目/程序/项目组合报告，我可以打包票大多数的报告都是围绕着成本展开的。完工成本、预算费用、完工尚需发生的成本、已承担的成本，等。以上所罗列的这些，都非常重要，不过，我们应该重视项目交付管理。

Each project’s cost-to-deliver, needs to be managed in relation to the value available. The project manager needs to manage the productivity of the project delivery team and the quality of the outputs so as to deliver, enable and support the realisation of the full business value for the least practical cost.

每个项目的交付成本，都需要根据可得的价值来进行管理。项目经理，需要管理项目交付团队的生产效率和产出的质量，以便以最少的实际成本来交付、启用和支持获得全部的业务价值。

‘Delivering on budget’ is never the goal; ‘delivering the business value’ is the real goal, and you can’t deliver value by just controlling costs.

“按预算办事”从来都不是目标，二“实现业务价值”才是，我们不能仅仅通过控制成本来实现价值。

Yes, yes, yes, cost control is important as it impacts the net value realised. Every dollar/pound/euro spent over and above the least possible cost reduces the net value of the project and business results. Cost management, in the project delivery context, is a value management process.

是的，成本控制的确很重要，因为会影响到获得的净值。每一美元/英磅/欧元的花费超过了尽可能少的成本，就会降低项目的净值和业务结果。成本管理，在项目交付的背景下，是一个价值管理的过程。

Value management requires the full and timely delivery of the maximum available benefits and their financial value for the least practical cost. Every aspect of the project must be visibly aligned to and driven by value management.

价值管理要求以最少的实际成本，充分   且及时提供最大的合适效益及其财务方面的价值。项目的每一个方面都得与价值管理明显保持一致，并受到价值管理的推动。

To achieve this we don’t need complex benefits measurement processes, the project is the primary benefits realisation process but most project delivery approaches currently miss this as the project activities are not directly connected to the realisation of the business benefits. It is believed and hoped that the benefits will be realised at the end of the project, but this is neither necessarily true nor a reason for not focusing on benefits from the day they are identified.

为了达成这一点，我们不需要过于复杂的效益测量过程，而项目是主要的效益实现过程。不过，目前，因为项目活动与业务效益的实现之间没有直接的联系，因此，大多数的项目交付方法都忽略了这一点。我们相信并希望能在项目结束时获得这些效益，但这不一定就是事实，也不是从识别出效益之日起，就不把重点放在效益上的理由。

As a result of mis-focused thinking we have institutionalise three project delivery approaches that individually and cumulatively destroy the very reason we do projects, that is, the realisation of the business benefits.

由于错误的思维，我们已经将三大项目交付方法制度化了，这些方法各自并逐渐地破坏了我们做项目的根本理由，即：实现业务效益。

We manage projects to cost and hope the value will follow. It doesn’t, as we’ve seen in practice for many years.

我们管理项目的成本，并希望其价值会紧随其后。事实并非如此，正如我们在多年的实践中所看到的那样。

We separate projects from benefits realisation so that we need to create a separate stream of activities (and overheads) to track and measure benefits.

我们将项目与效益实现两者分开了，因此，我们需要创建某个单独的活动流(和管理费用)来跟踪及衡量效益。

We treat benefits realisation as a measurement or accounting exercise rather than as a change delivery process. To realise the benefits we need to act, not just measure!

我们将效益的实现看成为某种衡量方法或者会计工作，而不是变更的交付过程。想要实现效益，我们需要去采取行动，而不单单是去衡量！

What happens when we change these three approaches to focus on true benefits realisation? The number, nature and value of benefits realised go up exponentially! Benefits increase at the business case stage as more benefits are identified. Usually the value of the benefits goes up by at least 50% and often over 100%.

如果改变这三种方法，我们真正关注的效益的实现时，会发生什么呢？效益的数量、性质和价值得以成倍增长！在业务案例阶段，随着对更多效益的识别，效益会得以增加。通常情况下，效益的价值至少会增加50%，而且时常会超过100%。

The value of the benefits realised during the project increase as many benefits are realised during the course of the project (and we don’t just mean some ‘quick wins’ here).

项目期间实现的利益的价值，会随着项目过程中实现的诸多效益的增加而增加(这里，我们并不单单指一些“快赢”)。

And they increase at and after the project’s delivery as every aspect of both the project and business’ changes have been focused on realising the maximum available value.

项目期间实现的利益的价值，在项目交付时和交付后都会得以增加，因为项目和业务每个方面的方面变化都会集中在实现最大合适的效益上。

When benefits management is put mainstream, a doubling in the value of benefits realised is common. This results in a doubling of the return on investment.

一旦效益管理成为主流时，实现效益的价值翻番也是很常见的。这会让投资回报得以翻一番。

In these tight economic times, a doubling of the return on capital invested in projects needs be a priority for everyone. It is a great opportunity for you. And it is not difficult, it is really quite simple when you understand the true nature of benefits and value management and how it can be simple.

在当前经济紧张时期，让投资于项目的资本回报率得以翻一番，这是每个人的首要任务。这对我们来说都是很好的机会。其实，一旦我们理解了效益和价值管理的本质，以及其是如何简单的时间，这其实一点也不难。”

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精益六西格玛让我们的质量、效率、成本、管理上了一个台阶，并得到了美国质量协会、中国质量协会等单位的奖励和认可。”

———上海贝尔某某公司