?We commission projects to realise the benefits: if we deliver the project but don’t realise the benefits, where’s the value in that?
我們啟動項目來獲得效益：如果交付了項目，卻沒有獲得效益，那么項目的價值何在？
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But we treat benefits as some afterthought or hoped for after-effect, rather than the project’s raison d’etre.
不過，我們會把效益看作是事后思考或希望的事后的影響，而不是項目存在的理由。
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When we do measure benefits we make it incredibly hard, labour-intensive and (usually) value destroying!
我們衡量效益時，我們會讓它變得相當的困難，勞動密集型，通常情況下會破壞價值！
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How did we get to this situation? Benefits realisation management is not a mainstream discipline or process, but it should be.
我們如何處理這種情況？在效益獲得方面的管理，并不是某個主流的學科或者過程，而在事實上，應該如此。
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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.
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為何有效的效益管理是如此的難得一見呢？將效益管理排除在議事日程之外，有諸多的原因和壓力：“不夠成熟，會讓高管們過于負責，有太多的事情會發生改變，以至于沒有意義”，等等。
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But there is one underlying, invisible reason that undermines benefits management: operational management thinking.
但是，卻有某個潛在的、無形的原因破壞了效益的管理：運營管理思想。
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Operational management manages costs to budgets. Each year a month-by-month budget is approved, and each departmental manager works to ‘make budget’.
運營管理，管理著預算費用。每年，每個月的預算被批準，每個部門經理的工作是“制定預算”。
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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.
預算超支，需要“解釋”，就像收入欠佳也需要解釋一般。事實上，大多數的管理人員都知道，他們必須把成本管理作為一項主要的控制措施。因此，這些管理人員將這種想法帶到了項目管理上。
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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.
請看看項目/程序/項目組合報告，我可以打包票大多數的報告都是圍繞著成本展開的。完工成本、預算費用、完工尚需發生的成本、已承擔的成本，等。以上所羅列的這些，都非常重要，不過，我們應該重視項目交付管理。
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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.
每個項目的交付成本，都需要根據可得的價值來進行管理。項目經理，需要管理項目交付團隊的生產效率和產出的質量，以便以最少的實際成本來交付、啟用和支持獲得全部的業務價值。
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‘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.
“按預算辦事”從來都不是目標，二“實現業務價值”才是，我們不能僅僅通過控制成本來實現價值。
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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，成本控制的確很重要，因為會影響到獲得的凈值。每一美元/英磅/歐元的花費超過了盡可能少的成本，就會降低項目的凈值和業務結果。成本管理，在項目交付的背景下，是一個價值管理的過程。
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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.
價值管理要求以最少的實際成本，充分?? 且及時提供最大的合適效益及其財務方面的價值。項目的每一個方面都得與價值管理明顯保持一致，并受到價值管理的推動。
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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.
為了達成這一點，我們不需要過于復雜的效益測量過程，而項目是主要的效益實現過程。不過，目前，因為項目活動與業務效益的實現之間沒有直接的聯系，因此，大多數的項目交付方法都忽略了這一點。我們相信并希望能在項目結束時獲得這些效益，但這不一定就是事實，也不是從識別出效益之日起，就不把重點放在效益上的理由。
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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.
由于錯誤的思維，我們已經將三大項目交付方法制度化了，這些方法各自并逐漸地破壞了我們做項目的根本理由，即：實現業務效益。
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We manage projects to cost and hope the value will follow. It doesn’t, as we’ve seen in practice for many years.
我們管理項目的成本，并希望其價值會緊隨其后。事實并非如此，正如我們在多年的實踐中所看到的那樣。
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We separate projects from benefits realisation so that we need to create a separate stream of activities (and overheads) to track and measure benefits.
我們將項目與效益實現兩者分開了，因此，我們需要創建某個單獨的活動流(和管理費用)來跟蹤及衡量效益。
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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!
我們將效益的實現看成為某種衡量方法或者會計工作，而不是變更的交付過程。想要實現效益，我們需要去采取行動，而不單單是去衡量！
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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%.
如果改變這三種方法，我們真正關注的效益的實現時，會發生什么呢？效益的數量、性質和價值得以成倍增長！在業務案例階段，隨著對更多效益的識別，效益會得以增加。通常情況下，效益的價值至少會增加50%，而且時常會超過100%。
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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).
項目期間實現的利益的價值，會隨著項目過程中實現的諸多效益的增加而增加(這里，我們并不單單指一些“快贏”)。
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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.
項目期間實現的利益的價值，在項目交付時和交付后都會得以增加，因為項目和業務每個方面的方面變化都會集中在實現最大合適的效益上。
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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.
一旦效益管理成為主流時，實現效益的價值翻番也是很常見的。這會讓投資回報得以翻一番。
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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.
在當前經濟緊張時期，讓投資于項目的資本回報率得以翻一番，這是每個人的首要任務。這對我們來說都是很好的機會。其實，一旦我們理解了效益和價值管理的本質，以及其是如何簡單的時間，這其實一點也不難?！?/span>
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精益六西格瑪讓我們的質量、效率、成本、管理上了一個臺階，并得到了美國質量協會、中國質量協會等單位的獎勵和認可?！?/p>
———上海貝爾某某公司