"Real advantages (benefits) only arise when program management and change management reinforce each other." 

Recently I, Garry Chan, received my certificates for Managing Successful Programmes (MSP) and PROSCI 4 models mastery. A great milestone, but above all a valuable experience: it allows me to see the relationship between program management and change management even more clearly. 

What strikes me? Programs often deliver results, but that does not automatically mean that the intended benefits are actually realized. Without the human side of change, benefits often remain stuck in reports or business cases. 

By combining my MSP and PROSCI experiences, I see more and more clearly how benefit management is the connecting factor. It forms the bridge between the structure of MSP and the adoption approach of PROSCI. Because only when people truly embrace the change on a lasting basis will the benefits become tangible and sustainable in the organization. 

Benefit management

The key question in any change is not "was the pogram successfully delivered?" but "did the organization actually benefit?" That difference is exactly what benefit management stands for. 

What is benefit management? 

Benefit management is the process by which the expected benefits of a program: 

1. Be defined: what benefits do we want to achieve and how do we measure them? 

2. Be planned: when and through what intermediate steps will the benefits become visible? 

3. Be realized: how do we ensure that the organization actually uses them? 

4. Be secured: how do we ensure that the benefits remain permanently embedded? 

Benefit management is thus the bridge between hard program results and soft behavior change. It connects the world of planning and control (MSP) with the world of adoption and use (PROSCI). 

A strong benefit management process ensures that: 

• The business case is followed up throughout the process,
• Program results remain linked to organizational goals,
• Human adoption is included as a critical success factor,
• The benefits not only exist on paper, but are visible and measurable in practice.   

The power of combination

Just a program plan is not enough. Every change affects people. PROSCI's change management methodology fills that gap by focusing on the human side of change. Using the ADKAR model, PROSCI guides individuals step by step so that new processes, systems or ways of working are not only introduced, but truly embraced. 

• With MSP , the program is tightly organized: scope, schedule, risks and delivery are clear. It also looks at the larger context: how does the program contribute to the strategic goals (for example, increase customer satisfaction or speed up sales processes)? Benefit management ensures that the benefits are defined, measured and monitored in advance (even after the projects have delivered the outputs!).
• With PROSCI, the human side is secured. Through the ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement), employees are made aware of the change, receive training and are supported to adopt and embed the change.

Coupling benefit management (MSP) with change management (PROSCI) creates a complete approach: not only is the change delivered, but its value is actually realized and secured in the organization. 

Five steps to connect benefit management with change management

1. Define the benefits

• What does the change deliver? Think higher customer satisfaction, cost savings or faster turnaround times. 
• Link these benefits directly to the business case or program goal. 

Linkage: PROSCI helps by examining what benefits employees experience as well as why there may be resistance. 

2. Make the benefits measurable

• Translate abstract benefits into concrete KPIs and metrics. 
• Example: "Increase customer satisfaction" → "+10% higher NPS score in 6 months." 

Link: PROSCI's ADKAR allows you to measure the extent to which employees have Awareness, Desire, Knowledge, Ability and Reinforcement. This has direct impact on the realization of benefits.  

3. Plan benefit realization

• Establish a benefit roadmap: what benefits occur when, and what dependencies come into play? 
• Use MSP to tie benefits to multiple projects within a program. 

Link: Include change management actions in the roadmap, such as training, communication, coaching, resistance and adoption management plan. 

4. Realize the benefits together

• Programs produce results, but only people realize the benefits by using those results. 
• Focus on human adoption through PROSCI's approach: engage managers, address resistance and celebrate successes. 

Linkage: Each benefit is linked to a concrete behavior change program. 

5. Brog and monitor benefits

• Monitor whether the benefits actually occur and whether employees continue to embrace the change. 
• Keep the business case alive by regularly reviewing and adjusting. 

Linkage: Use PROSCI's Reinforcement step to embed successes so that benefits remain sustainable.