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PMP Practice: Document agreement on ownership for ongoing benefit realization

Question 2 of 2 in Evaluate and Deliver Project Benefits and Value

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Sahar Mohammadi is managing a predictive project for Aperture Wave Group to develop a new patient scheduling platform for healthcare providers. The project is 70% complete and on track for delivery. However, during a steering committee review, the sponsor raises a concern: while the deliverables align with technical specifications, no one has validated whether the platform will actually reduce patient wait times and improve clinic throughput—the two primary business outcomes the project was intended to achieve. The sponsor asks Dante how the project team will confirm these benefits are realized. Dante realizes the benefits management plan was created at project initiation but has not been revisited, and no measurement approach was defined for post-deployment. What should Sahar do to address this situation?
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Correct answer: Work with the sponsor and key stakeholders to define benefit metrics, establish baseline measurements, and create a transition plan that includes post-deployment monitoring of patient wait times and clinic throughput

Explanation

The scenario highlights a critical gap: the project team has focused on delivering technical outputs but has not established how business benefits will be measured or confirmed. Since the sponsor is explicitly concerned about whether the intended benefits will be realized, the project manager must take ownership of defining measurable success criteria and ensuring a mechanism exists to track benefits after deployment. Working with the sponsor and stakeholders to define metrics, establish baselines, and create a transition plan addresses the immediate gap and positions the project to demonstrate value. This is a recovery action because benefits measurement should have been defined earlier, but it is still the most effective step to take now given the project is 70% complete and approaching delivery.

**Why not B:** Incorrect. While technically the deliverables may meet specifications, the project manager is responsible for facilitating benefits realization, not deferring responsibility to operations. This answer abdicates accountability and leaves the sponsor's concern unresolved.

**Why not C:** Incorrect. User acceptance testing validates that the system functions as intended and is usable, but it does not establish measurement of business outcomes like reduced wait times or improved throughput. UAT is a quality check, not a benefits measurement activity.

**Why not D:** Incorrect. The project charter is created during initiation and is typically not updated at 70% completion. More importantly, updating a charter does not solve the problem—the project needs an actionable plan to measure and track benefits, not a documentation revision.

Key Concept

This question covers Document agreement on ownership for ongoing benefit realization under Evaluate and Deliver Project Benefits and Value (Business Environment).

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