Benefits & knowledge management-short

1. helpdesk@construction-productivity.co.uk
htt://www.construction-productivity.co.uk

2. Benefits
Management
• Can be defined as: “a core activity and
continuous ‘stream’ throughout the
programme.
Benefits
Management
• It provides the programme with a
framework for benefits realisation and a
means of monitoring achievement against
its targets”

3. Benefits
management and
changes

4. Benefits
Management
• Identifying, monitoring and measuring
benefits is essential to ensure that the
programme delivers the strategic objectives
described in the programme vision.
Benefits
Management
• Benefits are the main driver of the
programme, as their identification sets the
targets and objectives of the work.

5. In some cases the programme will need to
change its work streams to ensure that the
benefits are achieved.
Throughout the duration of the programme
the identified benefits needs to be tracked
and assessed.

6. 1-Benefits
Identification
2-Benefits
Profiling
3-Benefits
Planning
4-Benefits
Monitoring
and Review

7. 5-Benefits
Realisation

8. Benefits are expected when a change is
conceived.
Benefits are realised as a result of activities
undertaken to effect the change”.
To bring a tangible value expressed in a monetary
or resource terms.

9. As well as benefits the change initiated by a programme can
produce a negative outcome.
In a project environment the focus is normally
on deliverables and outputs.
The focus on benefits within a programme allows
changes and unknown factors to be dealt with
throughout the life cycle of the programme.

10. Benefits/Dis-
benefits
Quantifiable
improvement
Measurable
improvement

11. Knowledge Management (KM)
• KM IS A CONCEPT IN WHICH AN
ENTERPRISE GATHERS, ORGANIZES,
SHARES, AND ANALYZESTHE
KNOWLEDGE OF INDIVIDUAL AND
GROUPS ACROSSTHE ORGANIZATION
IN WAYSTHAT DIRECTLY AFFECT
PERFORMANCE”

12. KM involves the
identification and
analysis of
available
knowledge and
required
knowledge.
This knowledge is
needed to fulfil
the
organizational
objectives in a
comparative
market.

13. POSSIBLE MEANINGS
POSSIBLE ACTIONS POSSIBLE RESULTS
KNOWLEDGE MANAGEMENT
COMPUTATIONAL
INPUTS
ORGANIZATIONAL
INPUTS

14. Procedure
Policies
Best practices
Data
Company rules
information
Publication
Research
On going
projects
Conferences
Seminars
Best practices
Etc.
WHAT IS KNOWLEDGE MGMT?

15. Procedure
Policies
Best practices
Data
Companyrules
information
Publication
Research
On going
projects
Conferences
Seminars
Best practices
etc

18. IMPROVEDTEAM
COMMUNICATION
REDUCED
PROBLEM
SOLVINGTIME
IMPROVED
PROFITABILITY
CONSISTENCY

19. IMPROVED
PROJECT
MGMT
CUSTOMER
PARTICIPATION
SUPPLY CHAIN
REDUCED
PROCESS
CYCLETIME

20. CLOSETO
MARKET
BUSINESS
PROCESS
IMPROVEMENT

21. Technological
Factors
Social
Factors
Managerial
Factors

22. CHANGE MANAGEMENT IMPLICATIONS
KEEPING UPWITH NEWTECHNOLOGIES
MANAGEMENT SUPPORT / SPONSORSHIP
DEMONSTRATING BUSINESSVALUE

23. MIS
GIS
INTEGRATED DATABASES
NAVIGATIONALTOOLS