Value
Value Related Goals and Activities by Phase
Value is the “why” of the project. It ensures the investment translates into benefits. Value is not a one-time exercise; it must be actively managed throughout the life cycle, transforming goals into outcomes.
Explore and Commit
Goals
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Define strategic transformation objectives.
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Identify and quantify value opportunities.
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Develop and finalize the business case.
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Select partners capable of delivering value.
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Establish the value realization roadmap.
Activities
This phase sets the project’s foundation. Value is not an afterthought. This requires a careful look at the desired business outcomes. Leadership defines the future state and the benefits needed, without regard to a specific system
A business case based on data, including ROI and TCO models, is created to support the investment. Software and implementation partners for their ability to deliver measurable benefits, not just technical skill.
Explore and Commit ends with a completed business case, which helps get commitment from the organization. This document acts as the project’s “Value Lighthouse,” guiding future decisions and informing actions.
Plan & Activate
Goals
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Integrate value management into the project plan.
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Create a detailedCreate a detailed Benefits Realization Plan (BRP).
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Establish baseline metrics for tracking success.
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Implement value-driven scope management.
Activities
The business case needs a clear plan. The high-level vision connects to practical execution through a Benefits Realization Plan (BRP). The BRP outlines the activities, timelines, and resources needed to achieve the benefits, and it establishes clear accountability to benefit owners.
Pre-ERP baseline metrics are very helpful, if not critical. Without these Key Performance Indicators (KPIs), it’s impossible to prove ROI later.
Value governance should be a part of the project’s framework, and scope change requests should be reviewed for their impact on the project’s value.
Design & Build
Goals
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Ensure solution design aligns with value goals.
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Prioritize development based on business value.
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Optimize business process re-engineering (BPR).
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Validate design against the Benefits Realization Plan.
Activities
The business case guides design decisions. The project team refers to the Benefits Realization Plan to ensure that “To-Be” processes deliver the benefits expected.
Value alignment is a key factor in prioritizing requirements during Fit-to-Standard workshops. Avoid getting sidetracked by unnecessary features. Any identified “gap” that requires customization should be considered carefully.
If a customization does not provide clear and justifiable value that outweighs its long-term cost and complexity, it should be rejected. Before finalizing designs, formal reviews with benefit owners confirm that the solution will deliver the planned benefits.
Validate
Goals
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Confirm the system enables expected value delivery.
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Validate the processes that drive realization.
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Verify accuracy of KPI reporting and analytics.
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Measure performance against established baselines.
Activities
Testing should focus on more than just technical function; it should confirm the system’s ability to create value. User Acceptance Testing (UAT) scenarios are specifically designed to mimic the new business processes that generate value.
The goal is to ensure that the system, when used as intended, delivers the expected business benefits.
Additionally, the team must verify the system’s reporting abilities. Reports should accurately reflect the KPIs defined in the business case. When possible, performance tests should compare transaction times against set baselines to provide an early sign of value realization.
Launch
Goals
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Communicate the value proposition to all users.
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Integrate value drivers into user training.
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Equip benefit owners for immediate KPI tracking.
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Brief hypercare support on critical value drivers.
Activities
The theme of the Launch Phase is the “why.” End-users need more than training on transactions. They should understand how the new processes add value to the organization. This understanding is crucial for encouraging adoption.
Leadership communications should highlight the strategic importance of this milestone. Benefit owners need the right reports and dashboards to track performance against KPIs from day one. The hypercare support team should know which processes are vital for generating value, so they can prioritize issue resolution effectively.
Stabilize
Goals
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Begin initial tracking of value realization.
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Reinforce value-driving behaviors and processes.
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Address immediate barriers to achieving value.
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Communicate early wins to build momentum.
Activities
As business operations return to normal, the formal process of value tracking begins. The stabilization period is important for ensuring the business is on track to meet its goals.
The team monitors early KPI data, comparing it to baselines and targets. This helps identify immediate barriers to realizing value, such as process non-compliance or knowledge gaps. Corrective actions should be taken quickly.
The first formal benefits review is held with the steering committee to assess progress. Identifying and communicating “quick wins” is important to build confidence and keep positive momentum for the change.
Grow
Goals
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Maximize long-term value from the ERP investment.
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Identify new opportunities for value creation.
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Embed value management into organizational DNA.
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Leverage the ERP platform for strategic advantage.
Activities
The Grow Phase marks the point where value management becomes a regular business function. The organization establishes a permanent capability for conducting regular value audits (e.g., quarterly), ensuring ongoing focus on ROI.
Continuous improvement becomes the norm. The benefits realization framework is used to prioritize future system enhancements or new module deployments that add value.
Ultimately, the goal is to use the ERP as an important asset. Insights and capabilities from the system should support new initiatives, such as market expansion or M&A activity, fully realizing the system’s long-term potential.
