The document outlines a course on managing benefits, including its philosophy, terminology, and alignment with best practices. It details the structure of the foundation and practitioner exams, including format, content, and requirements. Additionally, it emphasizes the importance of benefits management in achieving organizational objectives and provides an overview of the benefits management model and principles.

1. TheAPMG-InternationalManagingBenefitsandSwirlDevicelogoisatrademarkofTheAPMGroupLimited.

2. Start and finish Course style
LunchCoffee and breaks
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3.  The underpinning philosophy and principles of
Managing Benefits
 The terminology and thinking
behind Managing Benefits
 The Managing Benefits process and techniques
 The Managing Benefits documents, roles and
responsibilities
 The Managing Benefits alignment with
other best practice methodologies and standards
Main goal
 Attempt Foundation exam with confidence
 Begin to apply the best practice, tailoring it to
your own organisational needs
Secondary goal
 Benefits and value of Managing Benefits
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4.  Please share with the class:
 Your name and surname
 Your organization
 Your profession
 Ttitle, function, job responsibilities
 Your familiarity with the
portfolio management
 Your experience with PMO/
Support offices/Project Management
 Your personal session expectations
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5.  Foundation Exam
 Paper based and closed book exam
 Only pencil and eraser are allowed
 50 questions, pass mark is 25 (50%)
 Simple multiple (ABCD) choice exam
 Only one answer is correct
 40 minutes exam
 No negative points, no “Tricky Questions”
 No pre-requisite for Foundation exam
 Sample, one mock exam is provided
to you.
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time
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6.  Practitioner Exam
 Paper based and open book exam
 Reference to Managing Benefits handbook
 Handbook is provided for students
 2.5 hour exam
 8 x 10 mark questions = 80 question
items/lines
 Dictionary/translation lists allowed for non-
native speakers
 Non-scientific calculator for basic
calculations
 Pass mark – 50% / 40 marks
 Foundation certification is required
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time
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7. Managing Benefits syllabus section code and title
OV Overview
PR Principles
IQ Identify and Quantify
VA Value and Appraise
PL Plan
RZ Realize
RW Review
PF Portfolio-based application
IS Implement and Sustain
Syllabus Handbook Page
Module slide number / total module slides
Slide number /
total slides
Module number
and name
Managing Benefits
handbook page
Managing Benefits
syllabus section code
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8. M00 - Course introduction 8/10 | 8/210

9. quizlet.com/45248717/
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10. twitter.com/mirodabrowski
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miroslaw_dabrowski
www.miroslawdabrowski.com
Mirosław Dąbrowski
Agile Coach, Trainer, Consultant
(former JEE/PHP developer, UX/UI designer, BA/SA)
Creator Writer / Translator Trainer / Coach
• Creator of 50+ mind maps from PPM and related
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CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.
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topics: mindmeister.com/users/channel/2757050
• Product Owner of biggest Polish project
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each month)
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Chapter magazine: “Strefa PMI”: strefapmi.pl
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translator for Polish language
• English speaking, international, independent
trainer and coach from multiple domains.
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linkedin.com/in/miroslawdabrowski
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experienced with UX/UI + Dev teams
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Questionnaire (PHCQ) audit tool
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• IT architect experienced in IT projects with budget
above 10mln PLN and timeline of 3+ years
• Experienced with (“traditional”) projects under high
security, audit and compliance requirements based
on ISO/EIC 27001
• 25+ web portal design and development and
mobile application projects with iterative,
incremental and adaptive approach
ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank,
Descom, Ericsson, Ericpol, Euler Hermes, General Electric,
Glencore, HP Global Business Center, Ideo, Infovide-Matrix,
Interia, Kemira, Lufthansa Systems, Media-Satrun Group,
Ministry of Defense (Poland), Ministry of Justice (Poland),
Nokia Siemens Networks, Oracle, Orange, Polish Air Force,
Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom,
Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy,
Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…
miroslawdabrowski.com/about-me/clients-and-references/
Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved
Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management,
Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,
DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0,
ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development /
Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM
Simulation …
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12. 1. Overview of Managing Benefits
2. The Benefits Management Model
3. The 7 Benefits Management Principles
4. Identify and Quantify
5. Value and Appraise
6. Plan
7. Realize
8. Review
9. Portfolio-based application
10. Implementation, Sustain, Measure
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13.  Benefit - the measurable improvement resulting from an
outcome perceived as an advantage by one or more
stakeholders, which contributes towards one or more
organizational objective(s)
 Benefits contribute towards organizational/strategic objectives
(benefits are identifiable and quantifiable in terms that link to the
drivers of the organizational/strategic objectives)
 Benefits are derived from change initiatives (formally constituted
projects and programmes)
 Benefits management - the identification, definition,
tracking, realization and optimization of benefits
 Optimization not maximization of benefits realization
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14. Project Programme Portfolio
A temporary organization,
usually existing for a much
shorter time than a
programme, which will
deliver one or more outputs
in accordance with a specific
business case.
A particular project may or
may not be part of a
programme.
Whereas programmes deal
with outcomes, projects
deal with outputs.
A programme is a temporary,
flexible organization created
to coordinate, direct and
oversee the implementation
of a set of related projects
and activities in order to
deliver outcomes and
benefits related to the
organization’s strategic
objectives.
An organization’s change
portfolio is the totality of its
investment (or segment
thereof) in the changes
required to achieve its
strategic objectives.
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15. Project Management Programme Management Portfolio Management
The planning, delegating,
monitoring and control of all
aspects of the project, and the
motivation of those involved, to
achieve the project objectives
within the expected
performance targets for time,
cost, quality, scope, benefits
and risks.
The action of carrying out the
coordinated organization,
direction and implementation
of a dossier of projects and
transformation activities to
achieve outcomes and realize
benefits of strategic importance
to the business.
A coordinated collection of
strategic processes and
decisions that together enable
the most effective balance of
organizational change and
business as usual (BAU).
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16. Definition Example
Output
The deliverable, or output developed by a
project from a planned activity.
 A new just-in-time stock control system
 Staff training programme
 Revised process
Capability
The completed set of project outputs
required to deliver an outcome; exists
prior to transition.
 The combination of the above outputs
ready to ’go live’.
Outcome
A new operational state achieved after
transition of the capability into live
operations.
 The right materials are available, at the
right time, and in the right place.
Benefit
The measurable improvement resulting
from an outcome perceived as an
advantage by one or more of
stakeholders, which contributes towards
one or more organizational objectives(s).
 Fewer stock-outs and consequent
interruptions to production.
 Reduced obsolescent stock and hence
lower write-offs.
 Reduced stock holdings and so less
working capital tied up.
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17. Side-effects and
consequences
Corporate
objectives
realize
further
also cause
Project
outputs
Organizational
changes
Dis-benefits
enable
realize
helps achieve
one or more
Outcomes
Benefits
trigger
Result in
Capabilities
build
enable
Measurable
improvement
arising from an
outcome perceived
as an advantage by
one or more
stakeholders and
contributes to one
or more
organisational
objectives
Measurable
decline resulting
from an outcome
perceived as
negative by one
or more
stakeholders
which reduces
one or more
organizational
objectives
Tangible or intangible
artefact produced,
constructed or
created as a result of a
planned activity
Completed set of project
outputs required to deliver an
outcome – exists prior to
transition
Result of change,
normally affecting
real-world behaviour
or circumstances
©AXELOSLtd.2013.MaterialisreproducedunderlicencefromAXELOS.
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18.  ‘Emergent’ benefits
 i.e. benefits that are unanticipated,
but which emerge as the initiative is
developed and, most often, as it is
deployed or implemented
 Unplanned benefits
 Intermediate benefits
 End benefits
 Tangible benefits
 Intangible benefits
 Measurable benefits
 Observable benefits
 Dis-benefits
 The measurable decline resulting
from an outcome perceived as
negative by one or more
stakeholders, which detracts from
one or more organizational
objective(s)
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19.  Forecast benefits are complete (all sources of potential value are
identified), realizable and represent value for money
 Forecast benefits are realized in practice, including by ensuring the
required enabling, business and behavioural change take place
 Benefits are realized as early as possible and are sustained for as
long as possible
 Emergent or unplanned benefits are captured and leveraged
(and any dis-benefits are minimized)
 We optimize the benefits realized and value for money achieved
 Dis-benefits are minimized
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20.  Guidance on how to apply benefits
management at a portfolio,
programme and project level
 1 Benefits Management Model
 7 principles upon which successful
approaches to benefits management
 5 practices in the Benefits
Management Cycle
 9 Knowledge Themes
 Advice on how to get started in
implementing effective benefits
management practices and sustain
progress
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