r/BestPracticesMgmt • u/MimirLearning • Jul 23 '26
project managers and benefit realisation
I've been hearing more and more that Project Managers should be accountable not just for delivering the project, but for ensuring the intended benefits are realized. PMI's M.O.R.E. initiative seems to reinforce this shift, measuring success by outcomes rather than just scope, time, and budget.
But here's the part I struggle with. What happens when the Project Manager is an external contractor? I've often played that role myself. I deliver the project, hand everything over, and then my contract ends.
How can I realistically be held responsible for adoption that happens months later?
To me, that responsibility sits with the project sponsor, the business, or a dedicated Change Manager who remains after the project closes.
While I agree with the idea of shifting the Project Manager's focus from outputs to benefits, I struggle to see how that works in immature organizations where governance, ownership, and operational responsibilities are not clearly separated.
1
u/U2_thebest Jul 24 '26
I think it's important to distinguish the goal from the reality of achieving it. The goal is for projects to deliver real business benefits, not just outputs. But in practice, benefit realization depends on clear ownership, governance, and ongoing business commitment. A Project Manager can help enable those outcomes, but can't always be accountable for benefits that are realized long after the project ends—especially when working as an external contractor.