007 benefits management-use of it
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This document discusses benefits management and the use of IT to realize benefits. It describes benefits management as ensuring desired business changes or policies have clear, measurable outcomes that provide investment justification and ultimate achievement of goals. The benefits management process involves identifying tangible and intangible benefits, generating stakeholder commitment, quantifying benefits, and ongoing tracking and reporting. Roles and responsibilities in benefits management include the senior responsible owner, program manager, program office, business change manager, and project manager.
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Benefits management and its applicability
The document discusses benefits management and the use of information and communication technology. It describes different approaches to benefits management, including active benefits realization. It outlines the benefits management process, which involves defining desired outcomes, developing a benefits management strategy and realization plan, tracking and measuring benefits, and ensuring outcomes are achieved. Key aspects of the process include identifying and prioritizing tangible and intangible benefits, and developing ownership and commitment from stakeholders.
007 benefits management-use of it
This document discusses benefits management and the use of IT to realize benefits. It describes benefits management as ensuring desired business changes or policies have clear, measurable outcomes that provide investment justification and ultimate achievement of outcomes. The benefits management process involves identifying tangible and intangible benefits, generating stakeholder commitment, quantifying benefits, and ongoing tracking and reporting. Roles and responsibilities in benefits management include the senior responsible owner, program manager, program office, business change manager, and project manager.
009 benefits realization
The document discusses planning benefits realization from investments in information systems and technology. The main activities in benefits planning include finalizing benefit measurements and changes, obtaining stakeholder agreement on responsibilities, and producing a benefits plan and investment case. Key questions focus on how benefits will be defined, tracked, and reviewed. Executing the plan involves monitoring and evaluating results to identify both achieved and unexpected benefits, as well as any outstanding benefits or reasons why benefits were not achieved.
Benefit Realisation Management From Breakthrough Consultancy 1 January 2011
Organisations need a clear process to realise benefits in major change initiatives. This approach from Breakthrough Consultancy is both simple and rich through its compliance with accepted best practice.
An Introduction to Benefits Realization Management
This presentation provides a practical overview of benefits realization management with a specific focus on practical steps to begin implementing benefits realization management as a business function.
Benefits management and organisational change
During an APM Benefits SIG committee meeting, a request was made for someone to present on Benefits Management at a lunchtime working session at the Open University (an APM Corporate member) in Milton Keynes. Have previously gained and benefited from an OU degree I immediately volunteered with a view to both ‘giving something back’ and having a genuine interest in what the OU were doing to tackle this subject of which I am a keen proponent.
The popularity and success of this event is in no small part due to the energy and approach of Will Levy. Will, who has only been in post for 12 months, has during this time introduced Benefits and Portfolio management to the OU. The OU is clearly a progressive organisation with a strong desire to succeed and flourish and Will is currently working to ensure that its transformational change initiatives are fully aligned with its strategic plan. It is apparent that developing their Portfolio and Benefits Management capabilities together is enabling both disciplines to gain traction in way that by approaching them independently would have been less effective.
The event gave me an opportunity to present on my firmly held belief that effective Benefits Management is a wonderful enabler for sustainable organisational change. The BM processes themselves becoming much more effective when viewed and implemented through a Change Management Lens. There were two other speakers in the line up; Jim Yates, an OU tutor and lecturer, gave a presentation on the importance of recognising and accommodating the different perspectives of an organisation’s stakeholders. And Sean Sellers, a Business Transformation Manager, presented on the progress of an OU change programme for which he has Benefits Management responsibilities.
This was a good event which was finished off by a networking opportunity, fuelled by a great selection of sandwiches, and some more Benefits and Change conversation. Will suggested that he would be interested in seeking representation from other APM SIGs to help inform and develop his organisations Change Management capability.
Integrating risk and benefits management
This document discusses integrating risk and benefits management. It argues that both risk management and benefits management are important for achieving strategic objectives, but they are often treated separately. An integrated approach considers both risks and benefits throughout the project lifecycle. This helps balance risks against potential benefits and ensures risks are actively managed to support benefits realization. Several case studies are presented where taking an integrated risk and benefits perspective improved outcomes for projects in various industries.
Apply a benefits lifecycle to your investments
Overlapping stages, tactical documents and prescriptive benefit characteristics to enhance the realization of strategic benefits.
Enterprise and program strategies feed in to the benefits lifecycle and the development of a Business Case. That Case utilizes the strategies to identify and quantify a ROM CBA and acknowledge any dis-benefits. Assign a Business Benefits Owner as early as possible to plan for the realization and eventual transition off the project.
In the transition, the Benefit Owner must manage and report on the benefit and conversations happen to understand the impact of the benefits realized or NOT realized. Are new opportunities created because of it? Are the aforementioned Strategies affected? Are we ready to decommission the investment?
Acknowledgement to Stephen Jenner and Carlos Serra - I've gained so much understanding from your published works.
Recommended
Benefits management and its applicability
The document discusses benefits management and the use of information and communication technology. It describes different approaches to benefits management, including active benefits realization. It outlines the benefits management process, which involves defining desired outcomes, developing a benefits management strategy and realization plan, tracking and measuring benefits, and ensuring outcomes are achieved. Key aspects of the process include identifying and prioritizing tangible and intangible benefits, and developing ownership and commitment from stakeholders.
007 benefits management-use of it
This document discusses benefits management and the use of IT to realize benefits. It describes benefits management as ensuring desired business changes or policies have clear, measurable outcomes that provide investment justification and ultimate achievement of outcomes. The benefits management process involves identifying tangible and intangible benefits, generating stakeholder commitment, quantifying benefits, and ongoing tracking and reporting. Roles and responsibilities in benefits management include the senior responsible owner, program manager, program office, business change manager, and project manager.
009 benefits realization
The document discusses planning benefits realization from investments in information systems and technology. The main activities in benefits planning include finalizing benefit measurements and changes, obtaining stakeholder agreement on responsibilities, and producing a benefits plan and investment case. Key questions focus on how benefits will be defined, tracked, and reviewed. Executing the plan involves monitoring and evaluating results to identify both achieved and unexpected benefits, as well as any outstanding benefits or reasons why benefits were not achieved.
Benefit Realisation Management From Breakthrough Consultancy 1 January 2011
Organisations need a clear process to realise benefits in major change initiatives. This approach from Breakthrough Consultancy is both simple and rich through its compliance with accepted best practice.
An Introduction to Benefits Realization Management
This presentation provides a practical overview of benefits realization management with a specific focus on practical steps to begin implementing benefits realization management as a business function.
Benefits management and organisational change
During an APM Benefits SIG committee meeting, a request was made for someone to present on Benefits Management at a lunchtime working session at the Open University (an APM Corporate member) in Milton Keynes. Have previously gained and benefited from an OU degree I immediately volunteered with a view to both ‘giving something back’ and having a genuine interest in what the OU were doing to tackle this subject of which I am a keen proponent.
The popularity and success of this event is in no small part due to the energy and approach of Will Levy. Will, who has only been in post for 12 months, has during this time introduced Benefits and Portfolio management to the OU. The OU is clearly a progressive organisation with a strong desire to succeed and flourish and Will is currently working to ensure that its transformational change initiatives are fully aligned with its strategic plan. It is apparent that developing their Portfolio and Benefits Management capabilities together is enabling both disciplines to gain traction in way that by approaching them independently would have been less effective.
The event gave me an opportunity to present on my firmly held belief that effective Benefits Management is a wonderful enabler for sustainable organisational change. The BM processes themselves becoming much more effective when viewed and implemented through a Change Management Lens. There were two other speakers in the line up; Jim Yates, an OU tutor and lecturer, gave a presentation on the importance of recognising and accommodating the different perspectives of an organisation’s stakeholders. And Sean Sellers, a Business Transformation Manager, presented on the progress of an OU change programme for which he has Benefits Management responsibilities.
This was a good event which was finished off by a networking opportunity, fuelled by a great selection of sandwiches, and some more Benefits and Change conversation. Will suggested that he would be interested in seeking representation from other APM SIGs to help inform and develop his organisations Change Management capability.
Integrating risk and benefits management
This document discusses integrating risk and benefits management. It argues that both risk management and benefits management are important for achieving strategic objectives, but they are often treated separately. An integrated approach considers both risks and benefits throughout the project lifecycle. This helps balance risks against potential benefits and ensures risks are actively managed to support benefits realization. Several case studies are presented where taking an integrated risk and benefits perspective improved outcomes for projects in various industries.
Apply a benefits lifecycle to your investments
Overlapping stages, tactical documents and prescriptive benefit characteristics to enhance the realization of strategic benefits.
Enterprise and program strategies feed in to the benefits lifecycle and the development of a Business Case. That Case utilizes the strategies to identify and quantify a ROM CBA and acknowledge any dis-benefits. Assign a Business Benefits Owner as early as possible to plan for the realization and eventual transition off the project.
In the transition, the Benefit Owner must manage and report on the benefit and conversations happen to understand the impact of the benefits realized or NOT realized. Are new opportunities created because of it? Are the aforementioned Strategies affected? Are we ready to decommission the investment?
Acknowledgement to Stephen Jenner and Carlos Serra - I've gained so much understanding from your published works.
Getting Started with PPM Benefits Realization
This document summarizes a presentation about getting started with benefits realization for project portfolio management (PPM). It discusses defining types of benefits from projects, programs, and strategies. It also presents a case study of how Johnson Controls tracks over $10,000 improvement projects annually using PPM software to quantify financial benefits. The presentation provides tips for getting organizational buy-in, assigning ownership, and validating benefits to ensure success in benefits realization.
Benefits Dependency Network
The document discusses the benefits dependency network (BDN) framework for defining objectives and linking them to activities and benefits. It provides examples of using a BDN for a military objective and game objective. Key aspects of applying a BDN include defining objectives, activities, benefits, drivers and their relationships; considering stakeholders and boundaries; and using it as a tool for rationalization and iteration.
Benefits and knowledge management
This document discusses benefits management in the context of programmes and projects. It defines benefits management as a core activity that occurs throughout the lifecycle of a programme. The key aspects of benefits management discussed are identifying, profiling, planning, monitoring, and realizing benefits. Benefits are the drivers of a programme and their identification helps set targets and objectives. Both benefits and potential negative outcomes, called dis-benefits, need to be tracked. The approach to benefits management should continue throughout the full life cycle of a project or programme.
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The document outlines the benefits management process, which includes four work streams: 1) identifying and structuring benefits, 2) planning for benefits, 3) general management, and 4) evaluation. It provides details on the key activities and objectives within each work stream, such as identifying stakeholders, benefit owners, dependency modeling, and tracking and measurement. The process is meant to guide organizations in successfully implementing benefits management best practices.
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Benefits management is a core activity throughout a program's lifecycle that focuses on realizing measurable improvements from changes. It involves identifying, monitoring, and tracking benefits from program start through completion and beyond. The five key stages of benefits management are identification, profiling, planning, monitoring and review, and realization. Benefits drive the program's targets and objectives, and the program may need to change work streams to ensure benefits are achieved.
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006 benefits & knowledge management-short
This document discusses benefits management in construction programs. It states that benefits management provides a framework for realizing benefits and monitoring achievement against targets. Identifying, monitoring, and measuring benefits is essential to ensure the program delivers strategic objectives. Benefits are the main driver of the program and their identification sets program targets and objectives. The document outlines a five-step process for benefits identification, profiling, planning, monitoring and review, and realization. Benefits are expected from change and realized through change activities.
007 benefits management-use of it
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009 benefits realization
The document discusses planning benefits realization from investments in information systems and technology. The main activities in benefits planning include finalizing benefit measurements and changes, obtaining stakeholder agreement on responsibilities, and producing a benefits plan and investment case. Key questions focus on how benefits will be defined, tracked, and reviewed. Executing the plan involves monitoring and evaluating results to identify both achieved and unexpected benefits, as well as benefits not yet achieved and further actions needed.
009 benefits realization
The document discusses planning benefits realization from investments in information systems and technology. The main activities in benefits planning include finalizing benefit measurements and changes, obtaining stakeholder agreement on responsibilities, and producing a benefits plan and investment case. Key questions focus on how benefits will be defined, tracked, and reviewed. Executing the plan involves monitoring and evaluating results to identify both achieved and unexpected benefits, as well as benefits not yet achieved and further actions needed.
APM Presents - Benefits Management
This presentation was given by the Benefits Management SIG at APM Presents... Project management in practice on the 16th October 2014.
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The document discusses the importance of benefits management for organizations and outlines best practices for developing business cases, measuring benefits, and ensuring benefits are realized. It notes that only 29% of projects are successful, highlighting the need for a benefits-led approach to improve outcomes. A key message is that benefits realization requires active management like any other business process.
Benefits and risks management - an overview from QOREX
In order to maximise the return on the investments that an organisation makes, it is important to manage the realisation of benefits expected from these investments and to understand what is required to sustain this value over time. “Benefit Realisation Projects” form part of the scope of the programmes responsible for delivering value to the organisation and run along-side the “Enabler Projects” that deliver the actual organisational capability. The QOREX approach to managing the realisation of benefits ensures that expected value is quantified, prioritised and delivered through a structured approach, that is integrated with the project, programme and risk.
Effective risk management is critical to ensure that the organisation is able to achieve its objectives efficiently and effectively. An integrated risk management system with a risk escalation hierarchy that enables risks to be evaluated, prioritised and managed at the appropriate level in the organisation is essential. The integration of risks from projects and programmes to organisational governance provides a comprehensive risk assurance framework across the organisation enabling appropriate collaboration for optimum risk management and mitigation. QOREX provides a consistent and collaborative approach to risk management whether at a project or corporate board level ensuring that the right people are focused on the priority risks at the right time
UCISA Toolkit - Effective Benefits Management for Business Change and IT Proj...
This toolkit provides an overview of the principles behind benefits realisation and some basic tools for use in projects. The toolkit also provide signposts to more sophisticated techniques that are available should a project require them.
Benefits management aims to ensure that benefits that have been identified at the start of a project are realised and that any benefits that emerge as the project progresses are properly exploited. As many project benefits are not realised until after the project is closed it is important that appropriate structures are put in place to monitor benefits realisation post project.
This toolkit was developed based on best practice at the University of Sheffield. The toolkit was published by the UCISA Project and Change Management Group in September 2016.
Benefits management: benefits for you
Benefits management is a process that helps organizations identify, plan, and realize benefits from projects and investments to achieve strategic goals. It involves defining expected benefits, mapping dependencies between investments and outcomes, and tracking benefits realization over time. While benefits management can help improve success rates, many factors can undermine its effectiveness such as unclear benefit definitions, attribution challenges, and difficulties achieving transformational change.
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This document summarizes a presentation about getting started with benefits realization for project portfolio management (PPM). It discusses defining types of benefits from projects, programs, and strategies. It also presents a case study of how Johnson Controls tracks over $10,000 improvement projects annually using PPM software to quantify financial benefits. The presentation provides tips for getting organizational buy-in, assigning ownership, and validating benefits to ensure success in benefits realization.
Benefits Dependency Network
The document discusses the benefits dependency network (BDN) framework for defining objectives and linking them to activities and benefits. It provides examples of using a BDN for a military objective and game objective. Key aspects of applying a BDN include defining objectives, activities, benefits, drivers and their relationships; considering stakeholders and boundaries; and using it as a tool for rationalization and iteration.
Benefits and knowledge management
This document discusses benefits management in the context of programmes and projects. It defines benefits management as a core activity that occurs throughout the lifecycle of a programme. The key aspects of benefits management discussed are identifying, profiling, planning, monitoring, and realizing benefits. Benefits are the drivers of a programme and their identification helps set targets and objectives. Both benefits and potential negative outcomes, called dis-benefits, need to be tracked. The approach to benefits management should continue throughout the full life cycle of a project or programme.
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This document discusses various quality, human resource, communication, risk, procurement, and stakeholder management topics.
1. It defines the difference between quality and grade, explaining that a product can have high grading but low quality if it does not perform well. It also summarizes benchmarking, cost of quality, and Maslow's hierarchy of needs.
2. Key human resource management theories are summarized, including Herzberg's motivation theory, McGregor's Theory X and Y, and Ouchi's Theory Z.
3. Communication channels and stakeholder engagement strategies are briefly covered.
4. Cost of risk and different contract types in procurement are defined.
5. The stakeholder power
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Implementation control - strategic control - strategic implementation
Implementation control is aimed at assessing whether the plans, progammes and policies are actually guiding the organization towards its predetermined objectives or not. If the resources that are committed to a project at any point of time would not benefit an organization as envisaged, corrective steps should be undertaken immediately.
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Benefits management is a core activity throughout a program's lifecycle that focuses on realizing measurable improvements from changes. It involves identifying, monitoring, and tracking benefits from program start through completion and beyond. The five key stages of benefits management are identification, profiling, planning, monitoring and review, and realization. Benefits drive the program's targets and objectives, and the program may need to change work streams to ensure benefits are achieved.
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The document discusses workplace programme management and how it differs from traditional project management approaches. Workplace programme management provides one enterprise structure that coordinates all workstreams, considers changes across all levels, and provides clients with single source of information and transparency. It also focuses on people and the business by considering stakeholder impact and aligning change management plans with technical delivery to meet identified business case benefits.
Redefining the executive view of facility management (FM)
Research suggests that executives often perceive FM as a support function, with minimal strategic value. As a result, facility managers have been isolated from the C-Suite, with few opportunities to align with the core business strategy.
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006 benefits & knowledge management-short
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007 benefits management-use of it
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009 benefits realization
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009 benefits realization
The document discusses planning benefits realization from investments in information systems and technology. The main activities in benefits planning include finalizing benefit measurements and changes, obtaining stakeholder agreement on responsibilities, and producing a benefits plan and investment case. Key questions focus on how benefits will be defined, tracked, and reviewed. Executing the plan involves monitoring and evaluating results to identify both achieved and unexpected benefits, as well as benefits not yet achieved and further actions needed.
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This presentation was given by the Benefits Management SIG at APM Presents... Project management in practice on the 16th October 2014.
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The document discusses the importance of benefits management for organizations and outlines best practices for developing business cases, measuring benefits, and ensuring benefits are realized. It notes that only 29% of projects are successful, highlighting the need for a benefits-led approach to improve outcomes. A key message is that benefits realization requires active management like any other business process.
Benefits and risks management - an overview from QOREX
In order to maximise the return on the investments that an organisation makes, it is important to manage the realisation of benefits expected from these investments and to understand what is required to sustain this value over time. “Benefit Realisation Projects” form part of the scope of the programmes responsible for delivering value to the organisation and run along-side the “Enabler Projects” that deliver the actual organisational capability. The QOREX approach to managing the realisation of benefits ensures that expected value is quantified, prioritised and delivered through a structured approach, that is integrated with the project, programme and risk.
Effective risk management is critical to ensure that the organisation is able to achieve its objectives efficiently and effectively. An integrated risk management system with a risk escalation hierarchy that enables risks to be evaluated, prioritised and managed at the appropriate level in the organisation is essential. The integration of risks from projects and programmes to organisational governance provides a comprehensive risk assurance framework across the organisation enabling appropriate collaboration for optimum risk management and mitigation. QOREX provides a consistent and collaborative approach to risk management whether at a project or corporate board level ensuring that the right people are focused on the priority risks at the right time
UCISA Toolkit - Effective Benefits Management for Business Change and IT Proj...
This toolkit provides an overview of the principles behind benefits realisation and some basic tools for use in projects. The toolkit also provide signposts to more sophisticated techniques that are available should a project require them.
Benefits management aims to ensure that benefits that have been identified at the start of a project are realised and that any benefits that emerge as the project progresses are properly exploited. As many project benefits are not realised until after the project is closed it is important that appropriate structures are put in place to monitor benefits realisation post project.
This toolkit was developed based on best practice at the University of Sheffield. The toolkit was published by the UCISA Project and Change Management Group in September 2016.
Benefits management: benefits for you
Benefits management is a process that helps organizations identify, plan, and realize benefits from projects and investments to achieve strategic goals. It involves defining expected benefits, mapping dependencies between investments and outcomes, and tracking benefits realization over time. While benefits management can help improve success rates, many factors can undermine its effectiveness such as unclear benefit definitions, attribution challenges, and difficulties achieving transformational change.
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Benefits Realization Management إدارة تحقيق المنافع
Benefits Realization Management إدارة تحقيق المنافعAbdelrahman Elsheikh PMOC,PMP,CBAP,RMP,ACP,SP,MCITP,ITIL
هذه المحاضرة تتحدث عن إدارة تحقيق المنافع
Benefits Realization Management.
قمت فيها بشرح تعريف إدارة تحقيق المنافع
Benefits Realization Management
ودعمت الشرح بمثال عملي لتسهيل المفهوم.
تطرقت إلى الحاجة التي دعت إلى ظهور هذا المفهوم وكيف أن تطبيق إدارة تحقيق المنافع
Benefits Realization Management
يسهم في تحسين نسب نجاح المشاريع فضلا على المساهمة الفاعلة في تحقيق استراتيجية المؤسسات مدعما بأرقام من بحوث قامات بها ال
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Benefits Realization Management Framework
والذي يحدد إطار عمل لإدارة تحقيق المنافع. حيث يدعم هذا الإطار وكيفية يمكن تعريف المنافع ومن ثم العمل على قياسها ومتابعتها وضمان تحققها أثناء تنفيذ المشاريع والبرامج مرورا بالقيام بكل ما يلزم باستدامة المنافع بعد انتهاء المشاريع والبرامج وانتقالها للتشغيل وإدارات المؤسسات الأخرى.
انتقلت بعدها لتعريف دور مكتب إدارة المشاريع المؤسسي
EPMO
في هذا الإطار ودور مدير المشروع اثناء مراحل المشروع المختلفة.
تم شرح الموضوع من جانب عملي بحيث يسهل تطبيق هذه المفهوم في مؤسساتنا والاستفادة منه.
Management accounting
Management accounting involves partnering with management in decision making, planning, and performance management. It provides managers with financial and non-financial information to make informed business decisions and better manage and control operations. Some key aspects of management accounting include assisting with planning, performance measurement, risk assessment, and resource allocation. It also focuses on cost accounting, inventory control, internal auditing, and rearranging financial accounting information to meet management needs.
Iso 55000 white_paper_english
The document discusses asset management strategies and frameworks. It describes how asset management has evolved from primarily maintenance to a more proactive approach focused on cost savings, profitability, service levels, safety, and CSR. It notes that while effective asset management provides benefits, it can be complex and requires buy-in from senior management and different stakeholders. The document then introduces ISO 55000 as an international standard that provides an "out of the box" framework for asset management, including establishing objectives, plans, and continual improvement processes.
Maximizing ROI: Unlocking the Full Potential of ITSM Implementation
ITSM implementation, also known as information technology service management implementation, is the strategic process of adopting, integrating, and optimizing concepts, processes, and tools inside an organization. The purpose is to connect IT services with business objectives, streamline processes, improve service quality, and set up a framework for continuous improvement.
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Benefits and risks management - an overview from QOREX
Benefits and risks management - an overview from QOREX
UCISA Toolkit - Effective Benefits Management for Business Change and IT Proj...
UCISA Toolkit - Effective Benefits Management for Business Change and IT Proj...
Resume : "COBIT 5 for Business Benefits Realization"
Resume : "COBIT 5 for Business Benefits Realization"
Managing benefits in a multi-faceted portfolio environment
Managing benefits in a multi-faceted portfolio environment
Benefits Realization Management إدارة تحقيق المنافع
Benefits Realization Management إدارة تحقيق المنافع
Maximizing ROI: Unlocking the Full Potential of ITSM Implementation
Maximizing ROI: Unlocking the Full Potential of ITSM Implementation
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022 b construction productivity-write
The document describes the WRITE (Wireless Real-time Productivity Measurement) System, which was developed to measure on-site construction productivity in real-time. The WRITE System collects video data using cameras and sensors to calculate productivity metrics. It then compares the real-time productivity data to benchmark values to help project managers identify if adjustments are needed to improve productivity. The system was tested on a bridge reconstruction project and able to provide detailed productivity analysis of different construction operations.
022 construction productivity (2)
This document discusses construction productivity in the UK and other countries. It notes that productivity levels directly impact economic success. UK productivity lags countries like Germany, France, and the Netherlands. Factors that affect productivity include project management, resource management, labor characteristics, and waste. Improving areas like planning, prefabrication, training, and technology adoption can boost productivity. The document also examines reports that identified issues lowering UK productivity compared to other nations.
021 construction productivity (1)
The document discusses major influential factors that affect construction productivity. It identifies internal factors like project managers, site managers, design coordination, and resource management as important. Effective project management, which includes tasks like planning, communication, and controlling costs/time, is also key. External factors like weather, the economy, and client involvement can also influence construction productivity. The document emphasizes that managerial skills, experience, and effective leadership are instrumental in maximizing productivity.
019 competencies-managers
This document contains a job description for a customer care role at a construction productivity company. It lists several key responsibilities and requirements for the role, including providing customer assistance, making well-informed decisions, adapting to change, demonstrating understanding and empathy, handling legal issues knowledgeably, communicating effectively, understanding the company's operations, anticipating and solving problems, analyzing information, inspiring and motivating others, and having expertise in areas like project management, quality assurance, and risk management. Financial management skills and experience with requirements analysis are also identified as important qualifications.
018 company productivity
This document discusses models for measuring productivity at the company level. It presents a research model that identifies organizational factors, contract management, finance, and others that can impact productivity. It also discusses a project work environment model that examines pre-construction activities, site managers, labor, management factors and systems, and resource management. Finally, it introduces the Performance Ability Ratio (PAR) as a method to measure productivity by comparing current performance to exemplar performance levels. A PAR greater than 1 indicates potential for improved performance.
017 communication
The document discusses communication in construction projects. It describes various communication instruments used in projects like email, documents, meetings, and drawings. It emphasizes the importance of standardizing communication processes to improve productivity. An effective communication plan outlines responsibilities, information sharing processes, and appropriate communication methods. The document also discusses formal and informal communication flows within projects and between organizations. It presents results from a survey that ranked communication highly among factors influencing construction project productivity.
016 communication in construction sector
Poor communication in the construction industry costs at least £20 billion per year in defects. Effective communication is important for reducing defects. Key aspects of good communication on construction projects include: clearly defining communication roles and methods; carefully managing drawing distribution, updates and storage; holding pre-start meetings to establish contact details and communication protocols; and providing technical support and guidance to site workers. Formal meetings and using new technologies can also help facilitate communication.
015 changes-process model
A change identification and evaluation model is needed to provide early warning to management of potential changes. A process model for managing changes should consider factors that influence changes like causes, likelihood, and consequences. It is important to select an appropriate procurement method and implement dispute resolution, communication systems, and change management processes to minimize the impacts of changes like delays, costs, and disputes.
014 changes-cost overrun measurement
1. The document discusses managing changes during construction projects to reduce their negative impacts and improve productivity. Effective change management is essential.
2. Many factors can cause changes, including assumptions being proven wrong and external/internal influences. Changes must be identified, their impacts planned for, and coordination ensured across the project.
3. Key aspects of change management are monitoring costs, controlling scope changes, and identifying causes of changes to mitigate negative effects like cost overruns. Change control systems help observe costs and allow timely corrective actions.
013 changes in construction projects
The document discusses changes that commonly occur on construction projects. It states that changes are often inevitable as designers and engineers have to make assumptions with limited information, and if any assumption proves wrong, decisions may need revision. It identifies several types and causes of changes, both external such as economic or technological factors, and internal such as design improvements or organizational issues. Effective change management is important to avoid or reduce the negative impacts of changes on productivity and schedules.
012 business planning process
The document outlines the RIBA Plan of Work, which provides a systematic approach to managing projects. It describes the 12 key stages of a construction project from appraisal to after practical completion. Each stage involves specific tasks such as developing proposals, obtaining approvals, preparing tender documents, and overseeing construction. The plan is intended to help structure project management processes.
018 company productivity
PT company productivity
http://mynewsdejahang.blogspot.com/2017/02/media-tweets-by-dr-f-dejahang-fdejahang.html
017 communication
PT communication
Science, Politics,Scholarly Articles For Mathematics and Productivity, Religion
http://www.twitlonger.com/show/n_1sphfcg?new_post=true …
016 communication in construction sector
Poor communication in the construction industry costs at least £20 billion per year in defects. Effective communication is important for reducing defects. Key aspects of good communication on construction projects include: clearly defining communication roles and methods; carefully managing drawing distribution, updates and storage; holding pre-start meetings to establish contact details and communication protocols; and providing technical support and guidance to site workers. Formal meetings and using new technologies can also help facilitate communication.
014 changes-cost overrun measurement
1. The document discusses managing changes during construction projects to reduce their negative impacts and improve productivity. Effective change management is essential.
2. Many factors can cause changes, including assumptions being proven wrong and external/internal influences. Changes must be identified, their impacts planned for, and coordination ensured across the project.
3. Tools like scheduling, modeling, and cost control systems can help construction managers monitor costs, identify deviations early, and take corrective actions to reduce overruns from changes. Close monitoring of activities and costs is important for change management.
013 changes in construction projects
The document discusses changes that commonly occur on construction projects. It states that changes are often inevitable as designers and engineers have to make assumptions with limited information, and if any assumption proves wrong, decisions may need revision. Effective change management is essential to avoid or reduce the negative impacts of changes, which can result from internal or external factors. The objective of change management is to forecast possible changes and identify those that have already occurred.
012 business planning process
The document discusses business planning processes and project management. It explains that all projects should arise from strategic objectives and achieving competitive advantages. The business planning process involves four steps: mission statement, objectives, strategies, and tactics. It also discusses establishing clear communication structures and convening meetings. Project management involves functions like planning, organizing, coordinating, controlling, and leading projects. The document outlines the RIBA Plan of Work, which provides a systematic approach to projects through stages like appraisal, strategic brief, and outline proposals.
011 business performance management
The document discusses business performance management for small and medium-sized enterprises. It focuses on challenges such as inefficiencies that result in lost profits. Case studies from the UK estimate average annual lost gross profits of £54,900 for one enterprise group and £215,500 for another. After implementing performance management programs, enterprises saw on average a 9% increase in productivity, 18% improvement in efficiency, and 25% increase in gross profits, among other gains. The document outlines basic principles of continuous improvement, including optimizing the use of resources like labor, materials, and equipment to reduce losses and waste.
010 bmw tpm management training
This document provides an overview of Total Productive Maintenance (TPM). It discusses the 8 pillars of TPM including OEE/Focused Improvement, Autonomous Maintenance, Planned Maintenance, and others. It outlines the philosophy and goals of TPM including maximizing overall equipment efficiency with zero accidents, defects, and breakdowns. The document also provides examples of TPM implementation including organizing steering committees, establishing key performance metrics, and engaging employees in improvement activities.
008 benefits management
Organisations are increasingly focusing on benefits management to ensure projects and programmes deliver intended strategic benefits. Benefits management involves identifying, planning, tracking and optimizing the benefits of change initiatives. It helps gain approval for investments and informs strategic decision making. While the practice is still developing, many successful organisations now use benefits management to better link change delivery to strategic goals and realize projected benefits.
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007 benefits management-use of it
- 1. BENEFITSBENEFITS MANAGEMENTMANAGEMENT USE OF ITUSE OF IT helpdesk@construction-productivity.co.ukhelpdesk@construction-productivity.co.uk htt://www.construction-productivity.co.ukhtt://www.construction-productivity.co.uk
- 3. Different benefitsDifferent benefits management approachesmanagement approaches
- 8. Staff involvementStaff involvement Active Benefits Realization(ABR)
- 12. The process consists of sevenThe process consists of seven major activitiesmajor activities
- 15. Benefits ManagementBenefits Management Benefits Management duty is to makeBenefits Management duty is to make sure that desired business change orsure that desired business change or policy outcomes have been clearlypolicy outcomes have been clearly defined, are measurable, and provide adefined, are measurable, and provide a compelling case for investment – andcompelling case for investment – and ultimately to ensure that the change orultimately to ensure that the change or policy outcomes are completely achieved.policy outcomes are completely achieved. Next table-Next table-OGC Benefits Management - Roles andOGC Benefits Management - Roles and responsibilities (OGC, 2008)responsibilities (OGC, 2008)
- 16. People involved Role and responsibilities SRO – senior responsible owner Owns the Benefits Management Strategy and is responsible for Benefits Realization Plan Program Manager Oversees / prepares the Benefits Realization Plan and ensures it is aligned with Program Plan and Business Case Program Office Responsible for tracking and progress- chasing benefits, calling reviews and communicating results Business Change Manager Realizing benefits; Agreeing profile, impact analysis, quantifying, risk assessment Project Manager Defining benefits in PID(project initiation document), for achieving main objectives(time, quality and costs Assurance/validation Usually carried out by third party individuals not directly involved in the Business Change Program
- 17. Benefits Management process (OGC, 2008)Benefits Management process (OGC, 2008)
- 18. The benefits managementThe benefits management strategystrategy
- 19. The benefits managementThe benefits management strategystrategy
- 20. The benefits realization planThe benefits realization plan
- 21. Benefits ManagementBenefits Management identifying and prioritizing tangibleidentifying and prioritizing tangible and intangible benefitsand intangible benefits generating ownership of andgenerating ownership of and commitment to the benefits fromcommitment to the benefits from business stakeholdersbusiness stakeholders developing measures and quantifyingdeveloping measures and quantifying benefit opportunitiesbenefit opportunities implementing an on-going benefitsimplementing an on-going benefits tracking and reporting process etc.tracking and reporting process etc.
- 23. Information and CommunicationInformation and Communication Technology (ICT)Technology (ICT)