Audience
This certification is relevant for anyone wishing to gain an understanding of the process and techniques used to plan, manage and realise business benefits predicted to result from business change initiatives. The certification is particularly relevant for business analysts, project managers, programme managers and business managers.
Prerequisites
There are no prerequisites.
Duration
3 Days.
Course Objectives
Candidates must be able to demonstrate that they can:
- Recognise the context for benefits management
- Define a benefits management process Identify organisational drivers and business benefits
- Construct a benefits dependency network
- Build a business case and classify business benefits
- Undertake an investment appraisal
- Recognise the need for stakeholder and change management
- Explain the tasks required in implementing a benefits management approach
- Predict future issues in benefits management
Course Content
1. The context of benefits management
Issues with the relationship of IS/IT delivery to benefits
Dissatisfaction with current approaches to benefits delivery
The characteristics of a benefits management approach
Focusing on value and value networks
Value chains and value networks:
- External value chain analysis
- Internal value chain analysis
- Alternative value change configurations
2. The benefits management process
The rationale for benefits management
The origins of the benefits management approach and process
An overview of the benefits management process:
- Identifying and structuring benefits
- Planning benefits realisation
- Executing the benefits plan
- Reviewing and evaluating the results
3. Identifying drivers, benefits and establishing a benefits dependency network
Why: identifying business and organisational drivers
Establishing investments objectives
Linking business benefits to drivers
What: the business benefits:
- Benefit owners
- Change owners
How: the benefits dependency network
- Business changes
- Enabling changes
- IS/IT enablers
Measurements and ownership
Benefits and change template
4. Building the business case
The rationale of the business case
A structure for analysing and describing benefits:
- Observable benefit
- Measurable benefits
- Quantifiable benefits
- Financial benefits
Quantifying the benefits:
- Overcoming the measurable to quantifiable barrier
Financial benefits:
- Cost reductions
- Revenue increases
Investment appraisal:
- Payback
- Net present value
- Internal rate of return
Risk Assessment
Completing the business case:
- Linear lifecycle of a business case
- Agile lifecycle of a business case
5. Stakeholders and change management
Assessing the feasibility of achieving the benefit
Stakeholder analysis and management techniques:
- Power and influence
- Benefits and change
From stakeholder analysis to stakeholder management action
Completing the benefits plan
Approaches to managing change
Matching management approach with stakeholder behaviours
Change management strategies
6. Implementing a benefits management approach
Rationales for introducing benefits management
Initiating and managing a benefits driven project
Roles within benefits management
The project sponsor
The business project manager
The project management office
Benefits management workshops
The benefits plan and the project plan
Reviewing and evaluating results:
- Benefits review meeting
Establishing potential for further benefits
Monitoring benefits after implementation
A maturity model for organisational benefits
7. The future of benefits management
Characteristics of the benefits management approach
Using benefits management to formulate and implement strategy
Incorporating benefits management into strategic thinking
Future trends in IS/IT and their implications for benefits management