Benefit Management Advanced Workshop

Audience

This course is aimed at senior managers, enabling them to relate the content to their own situation and devise realistic action plans for changes in Benefits Management within their own organisation.

Prerequisites

Delegates should be senior managers within their own organisations.

Duration

2 days. With Workshops.

Course Objectives

This course is aimed at SFIA level 6 for Benefits Management (includes Level 5 material) in terms of its intellectual content. The course is based on a workshop with plenty of practical and reflective exercises to enable senior managers to relate the workshop content to their own situation.

On completion delegates will:

• Greater understanding of the criticality of benefits (identification, classification and quantification)
• Review of the Benefits Management process across the entire change cycle
• Improved understanding of how to secure commitment from all Programme stakeholders
• Techniques and tools for effective benefits realisation management
• Greater understanding of how to relate benefits from investments to business objectives from a strategic to a tactical level
• Develop a workplace action plan to improve benefits realisation from initiation through to integration into BAU as part of the change programme.

Course Content

The Benefits Management Process 

The Benefits Management framework and approach
Benefits categories and links to organisational goals and aims
Benefits activities in the lifecycle of a change programme – documentation, reviews and governance
Balancing the Portfolio
Benefit Realisation Plan and other related documentation – appreciating that benefits at times are actually realised beyond Programme closure

Identifying, defining, classifying benefits
Consulting and engaging stakeholders
Valuing benefits and identifying where they will occur
Tangible v intangible; financial v non-financial benefits
Useful techniques and approaches

Mapping and Profiling Benefits
Benefits modelling and relationships
Relating benefits to project outputs and business outcomes
Identifying and tracking opportunities – balancing and optimising the portfolio
Measures and Targets (leading and lag indicators)

The ‘art’ of mapping and ‘good’ measures
Benefit and measure categories and the characteristics of good measures
Do you need to measure every benefit?
Achieving a balanced set of measures covering tangibles and intangibles
Benefit ownership and measurement responsibilities
Effective benefit tracking and reporting regime
Concept, purpose and value of mapping
Map types and techniques
Weighting paths
Using maps to drive strategy, change and communication

The Role of the Benefit Realisation Manager
Roles and responsibilities
How to engage senior managers and other key stakeholders
Understanding how to facilitate a benefits workshop
Developing the benefits management strategy

The role of an SRO in Benefits Management
Understanding the context of the benefit management process
Owning the Vision and Strategy
Changes and the operational environment
Leadership and direction - the role of the ‘LEADER’
Governance, commissioning and chairing reviews
How to improve interface with key senior stakeholders and your TEAM
Maintaining alignment with the organisation’s strategic direction
Ensuring that changes in are implemented

Reviewing and Tracking benefits
What is involved and what are the responsibilities
What should be measured and who will do it – a reminder of what a ‘good measure’ is
Reviewing and assessing benefits realisation
Benefits tracking and reporting
Transition and BAU

Integration and Embedding of Benefit Realisation Management – how to overcome the challenges
Considering operational and cultural change - management of the Change Programme
Integration of related methodology with other disciplines e.g. performance management, portfolio management
Benefits Management and the annual planning cycle
Why you need strong leadership and commitment from the top
Recognising the centrality of benefit realisation
Creating a ‘benefits-led’ culture

Action Planning
The near future
Longer term Benefits management impact
Creating a culture for Benefits realisation