Many Hartley McMaster projects involve developing metrics and measurement/reporting systems – usually with the practical constraint that base data needs to be drawn from existing data sources. Over recent years we have combined this with work to develop benefits realisation management (BRM) systems. Our recent work with a major rail infrastructure project was a perfect example of this blend.
Hartley McMaster teamed up with a specialist benefits realisation management consultancy and the client’s in-house benefits management team to develop a set of metrics and measures that could be used to track progress in achieving the key business benefits of the program.
The team spent a year working with a wide range of staff and stakeholders from the client’s organisation, developing a set of measures that would provide the benefit owners with a clear picture of how the program was progressing in terms of the business benefits. This meant that the project combined analytics and data visualisation with the soft skills of facilitation and stakeholder management.
The team not only developed the set of metrics and measures, but also provided baseline data, forecast trajectories and (where needed) methods to ensure that the contribution of the project could be isolated from the impacts of other initiatives and factors. The team also developed a prototype performance reporting tool to support the pilot reporting phase.