ABSTRACT
The key point to emphasise at this point is that benefits or value management is not something new that is added on as the final part of the Project Portfolio Management jigsaw', after we have established the portfolio, decided where to invest, and are managing the portfolio of projects in flight'. The approach is applied to Civil Service (NICS) Reform projects and programmes across the Northern Ireland Civil Service encompassing 11 Departments. A set of 30 prioritised core benefits have been identified, although the framework is flexible enough to accommodate additional benefits identified at departmental level. Active value management is not just about passive reporting of benefits, but the dynamic seeking out of value exploiting and leveraging investments and knowledge to create additional value. In the most mature cases this will constitute a Value Management Office (VMO) Credit here to John Thorp for the original concept of a VMO as outlined in his The Information Paradox'.
