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BENEFITS MANAGEMENT PLAN

International Football Tournament Stadium & Digital Ticketing Project

  1. Purpose of the Plan

This Benefits Management Plan defines how, when, and by whom the expected benefits of the Stadium & Digital Ticketing Project will be delivered, measured, and sustained.

It ensures that:

  • benefits remain aligned with strategic objectives,
  • benefits realization is actively monitored during and after the project,
  • ownership of benefits is clearly assigned beyond project closure.
  1. Relationship to the Business Case

This plan directly supports the approved Business Case and operationalizes its assumptions by:

  • translating high-level benefits into measurable outcomes,
  • defining metrics and ownership,
  • establishing post-project accountability.

The Project Manager supports benefits delivery but does not own benefits.

  1. Expected Benefits

3.1 Tangible Benefits

ID

Benefit Description

B1

Reduced spectator entry time

B2

Reduced event operating costs

B3

Reduced ticket fraud and revenue leakage

B4

Increased venue utilization after the tournament

3.2 Intangible Benefits

ID

Benefit Description

B5

Enhanced national and institutional reputation

B6

Improved spectator experience and trust

B7

Strengthened digital capability for future events

  1. Benefits Mapping

Benefit ID

Enabling Output

Outcome

B1

Digital ticketing + automated entry gates

Faster and smoother access

B2

Process automation and system integration

Lower staffing needs

B3

Identity verification and audit trails

Fraud prevention

B4

Reusable stadium + platform

Increased post-event revenue

B5

Successful tournament delivery

Reputation uplift

B6

Reliable, transparent access control

Public confidence

B7

Digital platform capability

Long-term digital reuse

  1. Benefits Realization Timeline

Benefit

Realization Period

B1, B2, B3

During tournament operations

B4

1–10 years post-tournament

B5, B6

Immediately and sustained

B7

Post-project and ongoing

  1. Benefit Metrics and Measurement

Benefit ID

Metric

Baseline

Target

B1

Avg. entry time

45 min

≤15 min

B2

Cost per spectator

$18

≤$13

B3

Fraud rate

6–8%

<1%

B4

Annual stadium revenue

$0

≥$13M

B6

Spectator satisfaction score

72%

≥90%

  1. Benefit Owners

Benefit ID

Owner Role

B1, B2

Stadium Operations Director

B3

Digital Security & Compliance Lead

B4

National Venue Management Authority

B5

Ministry of Sports

B6

Tournament Organizing Committee

B7

Digital Government Agency

Benefit owners are accountable after project closure.

  1. Roles and Responsibilities

Project Manager

  • Enables benefit delivery through outputs
  • Monitors benefit indicators during execution
  • Reports benefit risks and erosion

Sponsor / Governance Body

  • Approves benefit targets
  • Accepts benefit risks
  • Enforces accountability

Operations

  • Owns sustained benefit realization
  • Provides performance data post-handover
  1. Benefit Sustainment Strategy

Benefits will be sustained through:

  • operational staffing models aligned to automation,
  • training and knowledge transfer,
  • service-level agreements (SLAs),
  • continuous system monitoring and maintenance.
  1. Risks to Benefits

Risk

Impacted Benefits

Manual workarounds persist

B1, B2

Insufficient operations training

B1, B6

Cybersecurity incidents

B3, B6

Political pressure overriding readiness

B1–B3

These risks are tracked in the Risk Register and reviewed during governance checkpoints.

  1. Benefits Monitoring & Reporting

Benefits will be monitored using:

  • leading indicators (override rates, staffing levels),
  • lagging indicators (entry time, cost metrics),
  • periodic Benefits Realization Reports.

Benefit performance will be reported:

  • monthly during execution,
  • quarterly post-handover for two years,
  • annually thereafter for long-term benefits.
  1. Transition to Operations

Upon handover to operations, benefit ownership is formally transferred.

Operations confirm:

  • readiness to sustain benefits,
  • acceptance of residual benefit risks,
  • responsibility for continued measurement.

This transition is documented as part of handover documentation.

  1. Change Control for Benefits

Any change affecting benefits must:

  • be assessed for benefit impact,
  • be approved through governance,
  • update this Benefits Management Plan if necessary.
  1. Approval

Role

Title

Sponsor Representative

Secretary-General, Ministry of Sports

Operations Representative

Director of Stadium Operations

Digital Capability Owner

Director of Digital Government

Governance Chair

Inter-Ministerial Committee Chair

Approval Date: 20 October 2025

 

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Risk Identification

The process of recognizing and recording potential risks tthat may affect the project and documenting their characteristics early in the project life cycle.

Governance Risk

The risk that governance structures, approval paths, or authority limits may delay or constrain project decisions.

Procurement Risk

The risk that vendor selection, contract execution, or supplier performance may negatively affect the project.

Schedule Risk

The possibility that project activities may take longer than planned, causing delays to the project schedule.

Compliance

The act of adhering to laws, regulations, standards, policies, or contractual requirements applicable to a project.

Power

The ability of an individual to influence the behavior, decisions, or actions of others.

Project Approach

A high-level strategy that defines how the project will be executed, including the selected development method, processes, and techniques.

Analysis Paralysis

The state of overanalyzing a situation to the point that progress is delayed or prevented.

Sufficiency

The state in which a document contains enough information to fulfill its purpose and allow the project to proceed.

Risk Responses

Planned actions developed to address identified project risks in order to reduce threats or enhance opportunities.

Cost estimates

Quantitative assessments of the likely costs required to complete project activities or deliverables click to see exemple.

Requirement

A documented condition or capability that a product, service, or result must meet to satisfy stakeholder needs or expectations.

Planning

A group of processes performed to establish the scope, schedule and costs of the project, refine objectives, and define the course of action required to achieve the project objectives.

Progressive Elaboration

The process of refining details as more information becomes available.

Project Management Plan

A formal, approved document that describes how the project will be executed, monitored, and controlled click to see exemple.

Schedule

A timetable that defines when project activities and milestones are planned to start and finish.

Assumption

A factor believed to be true for planning purposes without definitive proof.

Input

An approved deliverable, resource, document, or information produced by previous projects or processes and used in the current project.

Phase Review

A formal evaluation at the end of a project phase to assess performance and determine whether the project should proceed to the next phase ot not.

Approval workflow

A defined sequence of review and authorization steps that specifies who must evaluate, approve, or reject project documents or decisions before they can be implemented, in accordance with organizational governance.

Regulatory requirement

Laws, regulations, or government rules that a project must comply with during its execution.

Approval gate

Formal decision points in a project where authorized stakeholders review progress and determine whether the project should proceed to the next phase.

Process

A set of interrelated activities performed in a specific order to achieve a defined objective or produce a specific output.

escalation path

A defined process that specifies how and to whom issues or decisions are elevated when they cannot be resolved at the current level of authority.

internal policies

Formal rules, guidelines, and procedures established within an organization that govern how work and activities must be performed.

strategic business need

A documented business justification explaining why an organization initiates a project in order to achieve its strategic objectives or improve business value.

Constraint

Limiting factor that restrict a project’s options or influence how the project work can be performed, such as fixed budget, schedule deadlines, regulatory requirements, available resources, or predefined scope conditions.

Scope

The sum of the products, services, and results to be provided by a project, including the work required to deliver those outputs and the boundaries that define what is included and excluded from the project.

Authority Limits

The boundaries within which the project manager can make decisions without escalation.

Risk Management

The systematic process of identifying, analyzing, and responding to project risks.

Governance

The framework of rules, roles, responsibilities, decision-making authority, and oversight mechanisms that ensure projects align with organizational objectives, comply with policies and regulations, and are controlled throughout their life cycle.

Authorization

The formal approval granting the project manager or organization the right to initiate and carry out project work, including the use of organizational resources and decision-making authority.

Benefits

Measurable improvements resulting from outcomes perceived as advantageous to stakeholders.

Vendor

External organization contracted to provide goods or services.

Business Need

A problem or opportunity that justifies initiating a project or program.

Hybrid Project

A project that combines predictive and agile delivery approaches within one initiative.

Agile Approach

A delivery approach that emphasizes iterative development, customer feedback, and adaptability.

Predictive Approach

A delivery approach where scope, schedule, and cost are defined upfront and managed through formal control processe.

Selection

The act of designating or nominating an individual to serve as project manager, identifying responsibility for leadership of the project, but not necessarily granting formal authority until the project is officially authorized.

Project Sponsor

The individual or group that provides resources and support for the project and is accountable for its success

International Football Tournament

A large-scale global sporting event involving multiple national teams, fixed opening dates, and significant public visibility.

Close Project or Phase

The process of finalizing all activities and formally completing the project.

Lessons Learned Register

A document capturing knowledge gained during the project (click to see exemple).

Operational Readiness

The degree to which operations can support and sustain the delivered product.

Handover to Operations

The formal transfer of ownership, responsibility, and risk from the project to operations.

Integrated Change Control

The process of reviewing and approving changes across the project.

Change Request

A formal proposal to modify project baselines or plans.

Issue

A current condition or situation that is already affecting the project objectives and requires resolution.

Work Performance Report

A document summarizing performance information for stakeholders (click to see exemple).

Work Performance Information

Performance data analyzed and integrated to provide context (click to see exemple).

Work Performance Data

Raw observations and measurements collected during project execution (click to see exemple).

Control Procurements

the process of managing procurement relationships and contract performance.

Claim

A formal request for compensation or time adjustment under a contract.

Liquidated Damages

Pre-agreed penalties for failure to meet contractual obligations.

Compensable Delay

A delay that entitles the seller to additional time and/or money.

Excusable Delay

A delay allowed without penalty under the contract.

Force Majeure

A contract clause excusing performance due to unforeseeable events beyond control.

Procurement Management Plan

A document describing how goods and services will be acquired (click to see exemple).

Workaround

An unplanned response to a risk that occurs when no planned response exists.

Expected Monetary Value

A risk analysis technique calculating average outcomes (click to see exemple)

Quantitative Risk Analysis

Numerical analysis of the combined effect of risks on project objectives (click to see exemple).

Residual Risk

Risk remaining after responses have been implemented.

Risk Register

A document listing identified risks, their characteristics, responses, and owners click to see exemple.

Risk

An uncertain event or condition that may affect project objectives.

Quality Expectations

Stakeholder perceptions of acceptable performance beyond formal standards.

Quality Standards

Mandatory specifications that must be complied with.

Quality Management Plan

A document describing how quality policies, standards, and requirements will be met (click to see exemple).

Benefit–Cost Ratio

The ratio of expected benefits to expected costs.

Payback Period

The time required to recover the initial investment.

Internal Rate of Return

The discount rate at which NPV equals zero.

Net Present Value

The value of future cash flows discounted to today.

Return on Investment

A financial measure comparing the net benefit of an investment to its cost.

Management Reserve

Time or cost set aside by management for unforeseen work, not included in the baseline.

Contingency Reserve

Time or cost set aside for identified risks.

Cost Baseline

The approved version of the project budget used for monitoring and control.

Critical Path

The longest sequence of dependent activities that determines the shortest project duration.

Lag

The amount of time an activity is delayed relative to its predecessor.

Lead

The amount of time an activity can be advanced relative to its predecessor.

Rolling Wave Planning

A planning approach where near-term work is planned in detail and future work at a higher level.

Schedule Management Plan

A document that establishes how the schedule will be developed, monitored, and controlled (click to see exemple).

Activity-on-Node Network

A schedule network diagram where activities are represented by nodes and dependencies by arrows (click to see exemple).

Define Activities

The process of identifying and documenting specific actions needed to produce deliverables.

Decomposition

The technique of subdividing deliverables and work into smaller, more manageable components.

WBS Dictionary

A document providing detailed information about each WBS component (click to see exemple).

Work Breakdown Structure

A hierarchical decomposition of the total scope of work into manageable components (click to see exemple).

Project Scope Statement

A detailed description of the project deliverables, boundaries, and acceptance criteria (click to see exemple).

Requirement Traceability Matrix

A table that links requirements to their origins and corresponding deliverables (click to see exemple).

Requirements Documentation

A detailed description of individual stakeholder requirements (click to see exemple).

Requirements Management Plan

A document that defines how requirements will be collected, analyzed, tracked, and reported (click to see exemple).

Scope Management Plan

A component of the project management plan describing how scope will be defined, validated, and controlled (click to see exemple).

Phase Gate

A review point at the end of a project phase where performance is evaluated to determine whether to continue, modify, or terminate the project)

Project Phase

A collection of logically related project activities that culminates in the completion of one or more deliverables.

Project Life Cycle

The series of phases a project passes through from initiation to closure.

Tailoring

the deliberate adaptation of project management processes to fit the project’s context, size, and complexity.

Organizational Process Assets

Plans, processes, policies, procedures, and knowledge bases specific to the organization.

Enterprise Environmental Factors

External and internal conditions not under the control of the project team that influence or constrain the project.

Psychological Safety

A shared belief that the team is safe for interpersonal risk-taking.

Servant Leadership

A leadership approach focused on serving the team by removing obstacles and enabling performance.

Leadership

The ability to guide, motivate, and enable others to contribute toward project success

Salience Model

A stakeholder classification model based on power, legitimacy, and urgency (click to see exemple).

Stakeholder Engagement Assessment Matrix

A tool that compares current and desired stakeholder engagement levels (click to see exemple).

Power Interest Grid

A stakeholder analysis tool that categorizes stakeholders based on their level of authority and interest (click to see exemple).

Stakeholder

An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a project.

Assumption Log

A document used to record assumptions and constraints throughout the project lifecycle click to see exemple.

Benefits Management Plan

A document that defines how benefits will be delivered, measured, and sustained over time and who is responsible for them click to see exemple.

Business Case

A documented economic justification for the project that explains the expected benefits, costs, and risks Click to see exemple.

Project Charter

A document issued by the sponsor that formally authorizes the project and grants the project manager authority to apply organizational resources click to see exemple.

Directive PMO

A PMO that directly manages projects and assigns project managers

Controlling PMO

A PMO that requires compliance with standards and frameworks

Supportive PMO

A PMO that provides guidance and templates with low control.

Project Management Office

An organizational structure that standardizes project-related governance processes and facilitates the sharing of resources, methodologies, and tools.

Strong Matrix Organization

An organizational structure where project managers have high authority and full-time project staff, while functional managers retain limited control.

Legitimacy

The recognized and accepted right to make decisions and take actions, derived from formal authorization, governance structures, and assigned authority rather than personal influence or urgency.

Accountability

The obligation to answer for outcomes and consequences, regardless of who performed the work.

Authority

The legitimate power granted to an individual to make decisions, allocate resources, give direction, and approve actions within defined boundaries established by the organization’s governance framework.

Governance Path

The defined route through which project decisions, documents, and issues move for review, approval, escalation, and oversight within the organization’s governance framework.

Project Governance

The framework of rules, roles, decision-making authority, and oversight used to align the project with organizational strategy and ensure accountability.

Portfolio

A collection of projects, programs, and operations managed as a group to achieve strategic objectives

Program

A group of related projects managed in a coordinated way to obtain benefits not available from managing them individually.

Project Manager

The person assigned by the performing organization to lead the team responsible for achieving project objectives.

Project

a temporary endeavor undertaken to create a unique product, service, or result

Title

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Ministry of Sports

A public-sector organization responsible for national sports infrastructure and programs