Benefit Realisation Management From Breakthrough Consultancy 1 January 2011Martin Moore
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.
ASC 606: Accounting for Contracts with Customers, transforms the way all companies recognize revenue for the sale of goods and services. The implementation of the new standard impacts processes, people and systems for all sectors of the organization from the accounting and finance team to legal and human resources.
Justine Jacob, Senior Manager and Jordan Scheiderer, Director from MorganFranklin Consulting, have spent the last three years assisting public and private companies assess and implement ASC 606 and transform their revenue recognition processes. In this webinar they'll discuss the new standard, share lessons learned from previous implementations and identify the key areas of impact throughout the organization.
This is a sample deck that introduces a small to medium size organization to a straight-forward IT Governance methodology. Tools and tips are available for this at no charge. Contact steve@gerick.org
"7-S's for Success" Framework- Key Success Factors for Program Success-(From ...ociwins
Key Success Factors for Programs that Leverage IT- The “7-S for Success” Framework
A framework of critical success factors for large scale government IT projects
Discussion by former senior government leaders led by Jim Williams and Pat Schambach of Schambach & Williams Consulting.
Managing Up and Out
1. Stakeholder Commitment and Collaborative Governance
2 Skilled Program Manager and Team
3. Systematic Program Reviews
Managing Across and Down
4. Shared Technology and Business Architecture
5. Strategic, Modular, and Outcomes-Focused Acquisition Strategy
6. Software Development that is Agile
7. Security and Performance Testing Throughout
Benefit Realisation Management From Breakthrough Consultancy 1 January 2011Martin Moore
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.
ASC 606: Accounting for Contracts with Customers, transforms the way all companies recognize revenue for the sale of goods and services. The implementation of the new standard impacts processes, people and systems for all sectors of the organization from the accounting and finance team to legal and human resources.
Justine Jacob, Senior Manager and Jordan Scheiderer, Director from MorganFranklin Consulting, have spent the last three years assisting public and private companies assess and implement ASC 606 and transform their revenue recognition processes. In this webinar they'll discuss the new standard, share lessons learned from previous implementations and identify the key areas of impact throughout the organization.
This is a sample deck that introduces a small to medium size organization to a straight-forward IT Governance methodology. Tools and tips are available for this at no charge. Contact steve@gerick.org
"7-S's for Success" Framework- Key Success Factors for Program Success-(From ...ociwins
Key Success Factors for Programs that Leverage IT- The “7-S for Success” Framework
A framework of critical success factors for large scale government IT projects
Discussion by former senior government leaders led by Jim Williams and Pat Schambach of Schambach & Williams Consulting.
Managing Up and Out
1. Stakeholder Commitment and Collaborative Governance
2 Skilled Program Manager and Team
3. Systematic Program Reviews
Managing Across and Down
4. Shared Technology and Business Architecture
5. Strategic, Modular, and Outcomes-Focused Acquisition Strategy
6. Software Development that is Agile
7. Security and Performance Testing Throughout
"7-S's for Success" Framework- Key Success Factors for Program Success-(From ...ociwins
Key Success Factors for Programs that Leverage IT- The “7-S for Success” Framework
A framework of critical success factors for large scale government IT projects
Discussion by former senior government leaders led by Jim Williams and Pat Schambach of Schambach & Williams Consulting.
Managing Up and Out
1. Stakeholder Commitment and Collaborative Governance
2 Skilled Program Manager and Team
3. Systematic Program Reviews
Managing Across and Down
4. Shared Technology and Business Architecture
5. Strategic, Modular, and Outcomes-Focused Acquisition Strategy
6. Software Development that is Agile
7. Security and Performance Testing Throughout
Business Impact and Risk Assessments in Business Continuity and Disaster Reco...Rochester Security Summit
Business Impact Assessments and Risk Assessments lay the foundation for a successful Disaster Recovery and Business Continuity program. This presentation will examine the elements of the assessments and focus on how the assessment results help a business determine areas of risk and potential impact to their business when things go wrong. Audience members will participate in an assessment exercise.
Susan Kastan, Kastan Consulting
Susan Kastan has worked over 20 years in the information technology field with experience in business continuity planning, security analysis, systems development, and project management.
She is currently focused on developing business continuity and disaster recovery plans for companies and associations. Susan has experience in all areas of the business continuity life cycle including risk and business continuity assessments, business impact analysis, plan development, training, testing, and plan maintenance. She also writes information security policies and procedures providing organizations the necessary framework to secure their information systems.
Penny Klein, PJKlein Consulting
Penny Johnson Klein has been in the Information Assurance field for over 20 years and is a recognized expert in the field. During her career, she has provided support for various Department of Defense (DOD) Agencies, Federal Agencies, and the Private Sector. She spent 14 years with DOD, with 13 of those years in the Information Assurance arena, assisting in the development of security policies, processes, and procedures. She was one of the prime authors of the DOD Information Technology Security Certification and Accreditation Process (DITSCAP), and contributor to the National Information Assurance Certification and Accreditation Process (NIACAP). In addition, Ms. Klein has directed numerous successful Security Test and Evaluations and has developed information security programs.
Project failure tends to be embedded in a project from the start. There is a spectrum of failures from complete collapse to a range of lesser failures associated with behind schedule and over budget. The reasons are all too well known. Yet the lessons from project failures are not being learned and the behaviours that give rise to failures continue to persist. Project failures will continue to occur until the reasons and behaviours are explicitly understood, acknowledged and addressed.
The reasons for project failure across project phases include:
Requirements
• Poor initial requirement definition
• Poor requirements validation
• Poor management of requirements
• Requirements not linked to business benefits
Solution Design
• Solution design not validated
• Solution design not linked to business needs
• Solution design too complex
• Solution design does not capture necessary complexity
• Solution design based on unproven technology
• Solution not implementable
• Underlying business processes not defined adequately
Estimation
• Errors due to limitations in estimating procedures
• Failure to understand and account for technical risks
• Deliberate underestimation/misrepresentation of costs
• Poor inflation estimates
• Top down pressure to reduce estimates
• Lack of valid independent cost estimates
Project Management
• Lack of program management expertise
• Mismanagement/human error
• Over optimism
• Schedule concurrency
• Program stretch outs to keep production lines open
• Lack of communication
• Poor management of change and scope creep
Development and Implementation
• Lack of competition when selecting suppliers, poor supplier selection process
• Poor supplier engagement
• Poor contract design
• Inconsistent contract management/administration procedures, too much or too little oversight
• Waste
• Excess profits by supplier, supplier overstaffed
• Supplier indirect costs unreasonable
• Inadequate resource allocation and prioritisation
• Organisation cannot handle change
Finance and Budgeting
• Business case incomplete
• Funding instabilities caused by trying to fund too many projects
• Funding instabilities caused by management decisions
• Inefficient production rates due to stretching out programmes
• Failure to fund for contingency
• Failure to fund projects at realistic cost
Third sector forum
Benefits realisation management
The value of benefits management and capacity and capability required to effect delivery
Ibis House - 13th May 2015
Managing infrastructure projects requires a professional orientation, especially so in developing economies like India. Herein a materials management and suppl chain management orientation is taken to highlight some of the successful projects.
Case Study British Airways Stakeholder AnalysisSunil-QA
In this Business Analysis training session, you will learn about Case Study - Stakeholder theory and its impact on British Airways. Topics covered in this session are:
• Why is knowing your stakeholders important?
• BA Stakeholders
• Stakeholder Relationships
• BA is for a two-way communication
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/business-analysis-training-for-beginners-as-per-babok-v3/
Benefits Management: the essential ingredient for change, 10 Jan 2017. Southampton
Transformational change is here to stay.
We are living in an era of continuous transformation where standing still is simply not an option in today’s ultra-competitive and constantly changing business environments.
This presentation describes the key drivers and management imperatives for successful transformational change in organisations. It shows how placing Benefits Management at the heart of change management directly addresses and enables success.
In the main there are two key attributes of the Benefits Management methodology that help deliver successful business change.
The first is a flexible framework which can be easily embedded across the entire organisational change structure. This provides powerful change management capabilities that focus on delivering the desired end results and outcomes for the business.
Secondly and arguably most importantly, is the need to focus on the decision makers and data owners within the organisation. They are responsible for driving the change and associated benefits forward. This applies equally to; the senior responsible owner, the business change manager and benefit owners.
Benefits Management done well will naturally draw people into the change process and can achieve game-changing results. It does this by fostering in people; joined-up thinking, good communications, readiness for change and a culture of shared goals and objectives.
Today’s market drivers for constant business change don’t offer the luxury of choice.
If there is new technology or a threat to our current or aspired market objectives, then organisations must rise to the change challenge or accept the inevitable consequences such as reduced market share or business failure.
If directed to cut costs or do more for less, it should be done intelligently. Benefits management is essentially about making sure that the organisation has an unrelenting focus on delivering business value and not just traditional time, cost and quality outputs.
In the real world, it’s about people and winning the hearts and minds of the people, that will deliver true success.
On the theme of benefits management, the presentation impressed the need for measurable improvement but not at all costs. One of the challenges of benefits management is to identify which benefits are the ones to address, and not just because they happen to be measurable!
Several useful frameworks and tools are recommended and referenced in the presentation.
The presenters were Neil White, Chair of APM Benefits Management SIG and Merv Wyeth, Secretary.
See also: http://bit.ly/2iykbXX
"7-S's for Success" Framework- Key Success Factors for Program Success-(From ...ociwins
Key Success Factors for Programs that Leverage IT- The “7-S for Success” Framework
A framework of critical success factors for large scale government IT projects
Discussion by former senior government leaders led by Jim Williams and Pat Schambach of Schambach & Williams Consulting.
Managing Up and Out
1. Stakeholder Commitment and Collaborative Governance
2 Skilled Program Manager and Team
3. Systematic Program Reviews
Managing Across and Down
4. Shared Technology and Business Architecture
5. Strategic, Modular, and Outcomes-Focused Acquisition Strategy
6. Software Development that is Agile
7. Security and Performance Testing Throughout
Business Impact and Risk Assessments in Business Continuity and Disaster Reco...Rochester Security Summit
Business Impact Assessments and Risk Assessments lay the foundation for a successful Disaster Recovery and Business Continuity program. This presentation will examine the elements of the assessments and focus on how the assessment results help a business determine areas of risk and potential impact to their business when things go wrong. Audience members will participate in an assessment exercise.
Susan Kastan, Kastan Consulting
Susan Kastan has worked over 20 years in the information technology field with experience in business continuity planning, security analysis, systems development, and project management.
She is currently focused on developing business continuity and disaster recovery plans for companies and associations. Susan has experience in all areas of the business continuity life cycle including risk and business continuity assessments, business impact analysis, plan development, training, testing, and plan maintenance. She also writes information security policies and procedures providing organizations the necessary framework to secure their information systems.
Penny Klein, PJKlein Consulting
Penny Johnson Klein has been in the Information Assurance field for over 20 years and is a recognized expert in the field. During her career, she has provided support for various Department of Defense (DOD) Agencies, Federal Agencies, and the Private Sector. She spent 14 years with DOD, with 13 of those years in the Information Assurance arena, assisting in the development of security policies, processes, and procedures. She was one of the prime authors of the DOD Information Technology Security Certification and Accreditation Process (DITSCAP), and contributor to the National Information Assurance Certification and Accreditation Process (NIACAP). In addition, Ms. Klein has directed numerous successful Security Test and Evaluations and has developed information security programs.
Project failure tends to be embedded in a project from the start. There is a spectrum of failures from complete collapse to a range of lesser failures associated with behind schedule and over budget. The reasons are all too well known. Yet the lessons from project failures are not being learned and the behaviours that give rise to failures continue to persist. Project failures will continue to occur until the reasons and behaviours are explicitly understood, acknowledged and addressed.
The reasons for project failure across project phases include:
Requirements
• Poor initial requirement definition
• Poor requirements validation
• Poor management of requirements
• Requirements not linked to business benefits
Solution Design
• Solution design not validated
• Solution design not linked to business needs
• Solution design too complex
• Solution design does not capture necessary complexity
• Solution design based on unproven technology
• Solution not implementable
• Underlying business processes not defined adequately
Estimation
• Errors due to limitations in estimating procedures
• Failure to understand and account for technical risks
• Deliberate underestimation/misrepresentation of costs
• Poor inflation estimates
• Top down pressure to reduce estimates
• Lack of valid independent cost estimates
Project Management
• Lack of program management expertise
• Mismanagement/human error
• Over optimism
• Schedule concurrency
• Program stretch outs to keep production lines open
• Lack of communication
• Poor management of change and scope creep
Development and Implementation
• Lack of competition when selecting suppliers, poor supplier selection process
• Poor supplier engagement
• Poor contract design
• Inconsistent contract management/administration procedures, too much or too little oversight
• Waste
• Excess profits by supplier, supplier overstaffed
• Supplier indirect costs unreasonable
• Inadequate resource allocation and prioritisation
• Organisation cannot handle change
Finance and Budgeting
• Business case incomplete
• Funding instabilities caused by trying to fund too many projects
• Funding instabilities caused by management decisions
• Inefficient production rates due to stretching out programmes
• Failure to fund for contingency
• Failure to fund projects at realistic cost
Third sector forum
Benefits realisation management
The value of benefits management and capacity and capability required to effect delivery
Ibis House - 13th May 2015
Managing infrastructure projects requires a professional orientation, especially so in developing economies like India. Herein a materials management and suppl chain management orientation is taken to highlight some of the successful projects.
Case Study British Airways Stakeholder AnalysisSunil-QA
In this Business Analysis training session, you will learn about Case Study - Stakeholder theory and its impact on British Airways. Topics covered in this session are:
• Why is knowing your stakeholders important?
• BA Stakeholders
• Stakeholder Relationships
• BA is for a two-way communication
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/business-analysis-training-for-beginners-as-per-babok-v3/
Benefits Management: the essential ingredient for change, 10 Jan 2017. Southampton
Transformational change is here to stay.
We are living in an era of continuous transformation where standing still is simply not an option in today’s ultra-competitive and constantly changing business environments.
This presentation describes the key drivers and management imperatives for successful transformational change in organisations. It shows how placing Benefits Management at the heart of change management directly addresses and enables success.
In the main there are two key attributes of the Benefits Management methodology that help deliver successful business change.
The first is a flexible framework which can be easily embedded across the entire organisational change structure. This provides powerful change management capabilities that focus on delivering the desired end results and outcomes for the business.
Secondly and arguably most importantly, is the need to focus on the decision makers and data owners within the organisation. They are responsible for driving the change and associated benefits forward. This applies equally to; the senior responsible owner, the business change manager and benefit owners.
Benefits Management done well will naturally draw people into the change process and can achieve game-changing results. It does this by fostering in people; joined-up thinking, good communications, readiness for change and a culture of shared goals and objectives.
Today’s market drivers for constant business change don’t offer the luxury of choice.
If there is new technology or a threat to our current or aspired market objectives, then organisations must rise to the change challenge or accept the inevitable consequences such as reduced market share or business failure.
If directed to cut costs or do more for less, it should be done intelligently. Benefits management is essentially about making sure that the organisation has an unrelenting focus on delivering business value and not just traditional time, cost and quality outputs.
In the real world, it’s about people and winning the hearts and minds of the people, that will deliver true success.
On the theme of benefits management, the presentation impressed the need for measurable improvement but not at all costs. One of the challenges of benefits management is to identify which benefits are the ones to address, and not just because they happen to be measurable!
Several useful frameworks and tools are recommended and referenced in the presentation.
The presenters were Neil White, Chair of APM Benefits Management SIG and Merv Wyeth, Secretary.
See also: http://bit.ly/2iykbXX
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
PMI.
انتقلت بعدها إلى شرح
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.
Business Improvement initiatives are getting a lot of press these days: “..our projects saved over $10M in the first 12 months of deployment using BPM” . It seems logical for an organization to jump onto the process improvement bandwagon. Much is promised of business improvement efforts, and there are many capable consultants and companies willing to support a company’s BPM deployment that can last months to years. But how does an organization know that the business improvement efforts will really result in a quantifiable benefit to the business? Process improvement initiatives are not inexpensive to start or sustain over many years, and most executives require the clear identification of benefits to justify the expenditure of training resources and driving project work before approving a long-term initiative.
UCISA Toolkit - Effective Benefits Management for Business Change and IT Proj...Mark Ritchie
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 realisation: a tool to help evidence the benefits and importance of ...CYP MH
CYPMH conference 2016 Future in Mind Vision to Implementation
Benefits realisation: a tool to help evidence the benefits and importance of children and young people’s participation - The GIFT Team with Young Sessional Workers
Practical tips for implementing corporate performance management systemKetan Parekh
Collection of tips and learning from experience in leading a team through the implementation of corporate performance management or enterprise performance management system
➽=ALL False flag-War Machine-War profiteering-Energy (oil/Gas) Iraq, Iran,…oil and gas
USA invades other countries just to own their natural resources and to place them in the hands of American corporations. Facebook doesn’t call that terrorism. They call it democracy. BBC, CNN, FOX NEWS, FR 24, ITV/CH 4, SKY, EURO NEWS, ITV trash Sun paper,… Facebook all are protector and preserver of the propaganda classifying IR Iran as a dangerous terrorist organization. But FB, BBC, CNN, FOX NEWS, FR 24, ITV/CH 4-SKY, EURO NEWS, ITV do know well, that USA is the biggest terrorist country in the world.
‘terrorism’ the unlawful use of violence and intimidation, especially against civilians, in the pursuit of political aims.
"the fight against terrorism" is the fight against the unlawful use of violence and intimidation and carpet bombing.
Ever since the beginning of the 19th century, the West has been sucking on the jugular vein of the Moslem body politic like a veritable vampire whose thirst for Moslem blood is never sated and who refused to let go. Since 1979, Iran, which has always played the role of the intellectual leader of the Islamic world, has risen up to put a stop to this outrage against God’s law and will, and against all decency.
MY NEWS PUNCH DR F DEJAHANG 28/12/2019
PART 1 (IN TOTAL 12 PARTS)
NEWS YOU WON’T FIND ON BBC-CNN-FOX NEWS, FR 24, EURO NEWS, ITV…
ALL In My Documents: https://www.edocr.com/user/drdejahang02
Also in https://www.edocr.com/v/jqmplrpj/drdejahang02/LINKS-08-12-2019-PROJECT-ONE Click on Social Websites of mine >60
Articles for Political Science, Mathematics and Productivity the Student Room BSc, MSc & PhD Project Mangers etc
PPTs in SLIDESHARE International Studies Research Degrees (MPhilPhD) ➽➜R⇢➤=RESEARCH ➽=ALL
PPTs https://www.slideshare.net/DrFereidounDejahang/16-fd-my-news-punch-rev-16122019
MY NEWS PUNCH 16-12-2019
NEWS YOU WON’T FIND ON BBC-CNN-FOX NEWS, FRNACE 24, EURO NEWS
Articles for Political Science, Mathematics and Productivity the Student Room BSc, MSc & PhD Project Mangers etc
PPTs in SLIDESHARE International Studies Research Degrees (MPhilPhD)
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
HEAP SORT ILLUSTRATED WITH HEAPIFY, BUILD HEAP FOR DYNAMIC ARRAYS.
Heap sort is a comparison-based sorting technique based on Binary Heap data structure. It is similar to the selection sort where we first find the minimum element and place the minimum element at the beginning. Repeat the same process for the remaining elements.
Forklift Classes Overview by Intella PartsIntella Parts
Discover the different forklift classes and their specific applications. Learn how to choose the right forklift for your needs to ensure safety, efficiency, and compliance in your operations.
For more technical information, visit our website https://intellaparts.com
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Advancements in technology unveil a myriad of electrical and electronic breakthroughs geared towards efficiently harnessing limited resources to meet human energy demands. The optimization of hybrid solar PV panels and pumped hydro energy supply systems plays a pivotal role in utilizing natural resources effectively. This initiative not only benefits humanity but also fosters environmental sustainability. The study investigated the design optimization of these hybrid systems, focusing on understanding solar radiation patterns, identifying geographical influences on solar radiation, formulating a mathematical model for system optimization, and determining the optimal configuration of PV panels and pumped hydro storage. Through a comparative analysis approach and eight weeks of data collection, the study addressed key research questions related to solar radiation patterns and optimal system design. The findings highlighted regions with heightened solar radiation levels, showcasing substantial potential for power generation and emphasizing the system's efficiency. Optimizing system design significantly boosted power generation, promoted renewable energy utilization, and enhanced energy storage capacity. The study underscored the benefits of optimizing hybrid solar PV panels and pumped hydro energy supply systems for sustainable energy usage. Optimizing the design of solar PV panels and pumped hydro energy supply systems as examined across diverse climatic conditions in a developing country, not only enhances power generation but also improves the integration of renewable energy sources and boosts energy storage capacities, particularly beneficial for less economically prosperous regions. Additionally, the study provides valuable insights for advancing energy research in economically viable areas. Recommendations included conducting site-specific assessments, utilizing advanced modeling tools, implementing regular maintenance protocols, and enhancing communication among system components.
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The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
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K8sGPT is a tool that analyzes and diagnoses Kubernetes clusters. This presentation was used to share the requirements and dependencies to deploy K8sGPT in a local environment.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
2. Planning Benefits Realization
Planning
Benefits
Realization
• The development of a comprehensive benefit
plan and a business case for the investment,
which will be submitted to management for
approval.
Planning
Benefits
Realization
• This benefit plan will include:
• activities
• responsibilities,
• timescales
• resources and deliverables
3. Planning Benefits Realization
Planning
Benefits
Realization
• Defining a clear description of the
relationships and dependencies that
are critical for achieving the
investment objectives.
Planning
Benefits
Realization
• Key questions in developing a
benefit plan can be seen in figure
below.
4. The main activities in this step
stage are:
Finalize measurements of benefits and
changes.
Obtain agreement of all stakeholders
to responsibilities and accountabilities.
Produce benefits plan and investment
case.
5. Key questions in developing a
benefits plan (Ward & Daniel, 2006)
6. Planning Benefits Realization
Planning
Benefits
Realization
• After the responsibility are identified and
allocated to stakeholders, the next step is to
determine the changes required for the
delivery of each benefit and how the IS/IT
development will enable these to occur.
Planning
Benefits
Realization
• The main result from this activity is described
as a benefits dependency network and is the
central framework in the benefits
management process.
7. Executing the benefits Plan
benefits
Plan
• This stage is to carry it out and adjust
it as necessary, as issues and events
affecting its viability occur.
• The main activities in this stage are:
benefits
Plan
• Manage the change programme
• Review progress against the benefits
plan
8. Planning Benefits Realization
Monitoring progress against the
activities and deliverables of the
benefits plan is just as important
as for the IS/IT development plan.
The two plans are
components of the
overall project plan.
9. Planning Benefits Realization
It may be necessary to establish interim
targets and measures to evaluate
progress towards milestones or the final
implementation.
Further benefits may also be
identified and equally it may be
apparent that some benefits are
no longer feasible or relevant.
10. Planning Benefits Realization
It is the business project
manager’s responsibility to
decide, in consultation with the
other relevant business
managers, what action to take in
terms of reviewing the scope and
specification of the system or the
business and enabling changes.
11. Reviewing and Evaluating the
Results
The purposes of a benefit review involve
both assessment of the investment itself
and organizational learning.
The main activities in this step are:
Formally assess
the benefits
achieved or
otherwise
Initiate action to
gain outstanding
benefits where
feasible
12. Planning Benefits Realization
Identify lessons for
other projects
There should be a formal review of what has
and has not been achieved after the new
technology, system and business change
has been implemented.
13. Planning Benefits Realization
The purpose is to
maximize the benefits
gained from the particular
investment and increase
the benefits from future
investments.
14. Planning Benefits Realization
The evaluation should focus on what has
been achieved.
what has not (or not yet) been achieved
and why.
Identify further action needed to deliver
outstanding benefits, if possible. Another
aspect is also identifying any unexpected
benefits that have.
arisen and understand how they came out.
15. Planning Benefits Realization
Some organizations also want
to be able to prove that their IT
investments have been
delivered the expected value
over an extended period, even
after several years.
16. Evaluating the Results and Establishing
Potential for Further benefits
The full implementation of the new
IS/IT and business changes, the
achievement of the business case
and benefits plan should be formally
reviewed.
The purposes of the review include a
detailed assessment of whether each
of the benefits intended have been
achieved or not.
17. Planning Benefits Realization
If they have not
been achieved
The reasons
for this should
be established
Any remedial
action should
be identified.
18. Planning Benefits Realization
Benefit review is a tool to
measure the effectiveness
of IS/IT investments
Learn from
success and
failure
Those generic lessons
should be
communicated to the
managers of other
projects.
19. Planning Benefits Realization
It is also important to
consider the opportunity
for further benefits
New benefits that are now
available from further business
changes or IS/IT developments
should be considered.
20. Benefits review is not:
A financial audit
Blame game
A system quality or performance review
A project management review, which focus on
variances in time and cost from the project
plan.
21. Planning Benefits Realization
The review should be
identified as a key date or
milestone in the project plan.
The business project
manager, IT project leader,
and all the main stakeholders
should be invited to attend.
22. Planning Benefits Realization
The discussion should be based on
what has happened as a result of the
investment, with emphasis on the final
outcome rather than what happened
during the project.
The outputs from
the review meeting
23. Planning Benefits Realization
If there are significant actions still to be
taken, this report would probably be the
basis of a further review meeting to be held
when the actions have been carried out.
A full review of the investment in terms of
benefits realized and any actions still
outstanding to achieve the business case.
24. Planning Benefits Realization
This should be communicated as soon as
possible to all other current project sponsors and
managers, and made available through updates
to ‘best practice guidelines’ for future projects.
A summary of the lessons learned
that may benefit future
investments
25. Planning Benefits Realization
Planning
Benefits
Realization
• A report describing the further
potential benefits now available and
actions that have been put in place
to examine them.
Planning
Benefits
Realization
• These potential benefits effectively
form new projects and should be
added to the list of future projects
within the organization
26. Monitoring the Benefits after
Implementation
The benefit review should be held soon as it is
possible after the implementations.
Management must make assessment, with
sufficient evidence, whether the intended benefits
have been achieved.
Although benefits do occur soon after
implementation, they can ‘decay’ once the
changes have become the normal practices
and people’s enthusiasm for the
improvements has decreased.