benefit management; how to fill multi gaps with only one bridge?

Online Webinar, May 2015.

Imad Alsadeq, Management Consultant, Partner at Araamis.

“PMI” is a registered trade and service mark of the Project Management Institute, Inc.

• Management Consultant,

• PM Translator, Thinker

• Speaker, and Author.

OPM3®, MB™, MSP®, PMP®, PMI-RMP®, PMOC, MCP, EFQM, ADKAR®.

www.pmief.org

My Recent Book:

Successful Organization Concept and Practices

My Coming Book:

Organizational Project Management Success Guide (Arabic)

• It is mind to mind talks, please keep yours here and now,

• Keep asking yourself; How can I apply that to my Organization?

• Listen as if you will represent it to someone, and

• Get ready with your questions and feedback.

Setting the stage

Standard for Program Management

• Strategic and Operational Processes within an Organization

Standard for Portfolio Management

• The Organizational Context of Portfolio Management

I would prefer to call it

• The Organizational

Management Context

In my opinion,

Project Management Institute, The standard for Program Management - Third Edition, Project Management Institute, Inc., 2013, Figure 3-2, Page 27.

Vision

Mission

Organizational Strategy & Objectives

Portfolio Management

Strategic Planning and Management of Projects, Programs, and Operation

Management of On-Going Operations(Recurring Activities)

Producing Value

Management of Authorized Programs & Projects

(Projectized activities)Increasing Value Production Capability

Organizational Resources

Change in businessRun business

Set Business Strategy

Vision

Mission

Organizational Strategy & Objectives

Portfolio Management

Strategic Planning and Management of Projects, Programs, and Operation

Management of On-Going Operations(Recurring Activities)

Producing Value

Management of Authorized Programs & Projects

(Projectized activities)Increasing Value Production Capability

Organizational Resources

FunctionalDepartments

Strategy Department

Organizational Environment

Portfolio Reviewand Adjustments

Business Impact Analysis

Value Performance Analysis

OperationsBusiness Value

Realization

Programs/Projects

Results Delivery

PortfolioValue Decisions

Strategy

Project Management Institute, Organizational Project Management Maturity Model (OPM3) - Third Edition, Project Management Institute, Inc., 2013, Figure 2-1, Page 18.

Realization

Programs/Projects

Results Delivery

Strategy

Source: PMI (2013), Organizational Project Management Maturity Model (OPM3), Third Edition

G1 G2 G3

More than moving boxes

*An outcome of actions, behaviors, products, or services that

provide utility to the sponsoring organization as well as to the

program's intended beneficiaries.

Often defined in the context of the intended beneficiary,

For example it could be:

• 20% increase in revenue,

• Improvement in employee morale.

*These definitions are taken from the Glossary of the Project Management Institute, The standard for Program Management - Third Edition, Project Management Institute, Inc., 2013.

• Programs and projects deliver benefits by enhancing current capabilities or developing new capabilities that support the sponsoring organization's strategic goals and objectives

• If a new personnel information system is one project's output, a new human resource management and compensation policy is the outcome, and better economic performance and productivity are the benefits.

Outputs

Capabilities

Outcome

Benefit

Program Benefits Management

Benefit

Discrete BenefitsSubprograms, Projects, and Other Work

Program Definition Program ClosureProgram Benefits Delivery

Benefit

Consolidated Program Benefits

Sustained Benefits

It includes

• Processes to clarify the program's planned benefits & intended outcomes, and

• Processes for monitoring the program's ability to deliver against these benefits and outcomes.

• The purpose is to focus program stakeholders on the outcomes and benefits to be provided by the various activities conducted during the program's duration.

Benefits Identification

Benefits Analysis & Planning

BenefitsDelivery

BenefitsTransition

BenefitsSustainment

Strategy Talks

Realization

Programs/Projects

Results Delivery

Strategy

G2 G3G1

Mismatch Targets and Results

Different Interests & References

Talking Different Languages

Strategy & Portfolio(s)

are NOT aligned

• To analyze the available information about organizational and

business strategies, internal and external influences, and

program drivers to identify and qualify the benefits that

program stakeholders expect to realize.

BenefitsDelivery

BenefitsTransition

BenefitsSustainment

• Program Mandate & Business Case

• One of identification activities:– Developing meaningful

metrics and key performance indicators to measure the actual delivery of benefits and planned benefits,

• Benefits Register

Strategic Objective

Realized ValueBusiness Strategy

Program Benefits Delivery

Strategy & Portfolio(s) are aligned

Benefit Identification

Matched Targets and Results

Talking The Same Languages

Translation Issue

Realization

Programs/Projects

Results Delivery

Strategy

G2 G3Benefits Identification

Biased Delivery

No Analysis nor Planning

Unprioritized Components

Unbalanced usage of

resources

• To establish the program benefits realization plan and develop

the benefits metrics and framework for monitoring and

controlling both the projects and the measurement of benefits

within the program.

BenefitsDelivery

BenefitsTransition

BenefitsSustainment

THE PURPOSE

• Benefits Realization Plan

• One of its activities:

– Defining and prioritizing program components, including component projects and subprograms, and their interdependencies

• Benefits Register Update

• To ensure that the program delivers the expected benefits, as

defined in the benefits realization plan.

BenefitsDelivery

BenefitsTransition

BenefitsSustainment

• One of its activities:

– Monitoring the organizational environment, program objectives, and benefits realization to ensure that the program remains aligned with the organization's strategic objectives;

Balanced usage of Resources Benefits Delivery

Prioritized Components

Authority map

Realization

Programs/Projects

Results Delivery

Strategy

G3Benefits Identification

Benefits Planning

Benefits Delivery

No Increased Value

Orphan Outcomes

Orphan Benefits

No Benefit Realization nor Value Increase

• To ensure that program benefits are transitioned to

operational areas and can be sustained once they are

transferred. Value is delivered when the organization,

community, or other program beneficiaries are able to utilize

these benefits.

BenefitsDelivery

BenefitsTransition

BenefitsSustainment

• Transition Plan

• Benefits Transition ensures that the scope of the transition is defined, the stakeholders in the receiving organizations or functions are identified and participate in the planning, the program benefits are measured and sustainment plans are developed, and the transition is executed.

Program Transition

Program Closeout

• To ensure that ongoing sustainment activities have been

transitioned to the appropriate entities or subsequent

programs to steward the ongoing post-transition work.

BenefitsDelivery

BenefitsTransition

BenefitsSustainment

• Benefits Sustainment Plan

• One of its activates:

– Planning for and establishing operational support of the product, service, capability, or results separate from the program management function without relinquishing the other product support functions.

Program Transition

Program Closeout

Benefits Transition

RealizedBenefit &

Increased Value

Benefits Sustainment

Increased Value

Why, How, and Who?

Realization

Programs/Projects

Results Delivery

Strategy

Benefit ManagementCulture

Benefits Planning

Benefits Delivery

Benefits Transition

Benefits Sustainment

• Benefits realization is the main vehicle to achieve strategic objectives / increase business value.

• Project Management & Managers are matured enough to move to the next level.

Disciplines wise:

• Portfolio Management,

• Benefits Realization happen by running and changing in business.

• Is there a program without benefit?

• Is there a project will not lead to benefit?

Organization wise:

• Strategy Management Office

• Strategic Project Management Office

• Benefit Management Office

• Benefit Management Mindset

• Review all your working domains, and ask all WH questions about the benefits.

• Help your organization to adopt and adapt Benefit Management, make it everyone mindset.

• Share this presentation

• Go for PgMP and PfMP

• It is vital to understand your organizational

management context and its gaps if there is any.

• Benefit Management is the right future mindset

for project management practitioners.

• Rethink and reposition benefit management in

your organization.

• Be both Seeker and Messenger who look for and

after benefits in all your organization works.

BenefitManagement

To get a copy of this presentation or/and share your feedback, please watch my next post on:

https://www.linkedin.com/in/

Imad Alsadeq,

ialsadeq@gmail.com

ialsadeq@araamis.com

benefit management; how to fill multi gaps with only one bridge?

management of projects

operation management

management consultant

program management strategic

organization standard

strategy source

sponsoring organization

edition g1 g2 g3

Business

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