Completed Benefits Profile Purpose of the Benefits Profile: To document in detail each benefit or outcome the project is to deliver and track its realisation. Derivation: Information is derived from: Opportunity Assessment, Project Brief, Project Plan, Business Case and the Customer, Benefit DescriptionSize of Benefit (£ / units?) Date benefit will be realized? Benefit measure? Baseline Measurement ? Forecast final Measurement ? Any Strategic KPI Contribution? Who will be responsible for Benefit Realisation? LCC Project and Programme activity better aligned to deliver the One Leicester Vision and Strategic Priorities 30% improvement in number of projects making a significant contribution September 2010 % of projects from the Project Portfolio assessed as making a significant contribution to Strategic Priorities 60% of projects delivered significantly in value against Strategic Priorities (Nov 2008) 90% of projects assessed as delivering a significant contribution (Sept 2010) Reach level 4 (excellence) within CAA by 2012 Delivery of Strategic Priorities Strategic Directors Projects and Programmes focused on delivery of required outcomes (not outputs) 100% improvement from 31 March March 2011 % of projects assured assessed as having “good compliance” with outcomes delivery (from Project Assurance Reviews) % as at 31 March % as at 31 March 2011 Reach level 4 (excellence) within CAA by 2012 Delivery of Strategic Priorities Strategic Directors Project Directors % of projects over £100k having developed a Benefits Profile % as at 31 March % of all projects (starting at or after 31 March 2010) % of projects at the appropriate stage over £100K having developed a Benefits Realisation Plan % as at 31 March % of all projects at the appropriate stage as at 31 March 2011

CPMO: Completed Benefits Profile Benefit DescriptionSize of Benefit (£ / units?) Date benefit will be realized? Benefit measure? Baseline Measurement ? Forecast final Measurement ? Any Strategic KPI Contribution? Who will be responsible for Benefit Realisation? Increased delivery of Projects and Programmes to time, scope, cost and quality 30% improvement in delivery to time, cost and quality by March 2011 September 2010 % of completed projects delivering on time, within agreed budget and delivering acceptable quality as assessed from End-Project Reports %- performance over 6-month period April-Sept % improvement by end of next 6- month period Oct 2010-Mar 2011 Reach level 4 (excellence) within CAA by 2012 Delivery of Strategic Priorities Strategic Directors Project Directors 100% improvement in relevant compliance scores from Project Assurance % of projects assured assessed as having “good compliance” or better with Planning, Financial & Quality Management (from Project Assurance Reviews) % as at 31 March % as at 31 March 2011 Improved internal Project and Programme Management capability 25% improvement in PM self- assessment scores March 2010%-improvement in overall average self-assessment scores from Project Management Register Nov 2008 baseline 25%- improvement by March 2010 Reach level 4 (excellence) within CAA by 2012 Head of CPMO Head of L&D % (Tbc) improvement in overall average Project Assurance scores March 2011% of all projects assured assessed as having overall “good compliance” average Project Assurance Scores % as at 31 March % as at 31 March % improvement in average PM Network attendance Dec 2010Average attendance at PM Network Events over preceding 12- month period Average attendance for % improvement in average attendance for 2010