21 Sep, 2017
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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.

Having attended our Benefits Management course would be an advantage.

Duration

2 days.

Practical workshops are included.

This course is available on site only. Please call for details.

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 have:

  • A greater understanding of the criticality of benefits (identification, classification and quantification).
  • Reviewed the Benefits Management process across the entire change cycle.
  • An improved understanding of how to secure commitment from all programme stakeholders.
  • Gained techniques and tools for effective benefits realisation management.
  • A greater understanding of how to relate benefits from investments to business objectives from a strategic to a tactical level.
  • Developed 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 and Classifying Benefits
Consulting and engaging stakeholders.
Valuing benefits and identifying where they will occur.
Tangible vs. intangible.
Financial vs. 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.

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