benefit management; how to fill multi gaps with only one bridge?
TRANSCRIPT
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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.
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• Management Consultant,
• PM Translator, Thinker
• Speaker, and Author.
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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)
©2015 Imad Alsadeq
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• 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.
3©2015 Imad Alsadeq
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Setting the stage
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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.
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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
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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
SPMO
EPMO
PMO
FunctionalDepartments
Strategy Department
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Organizational Environment
Portfolio Reviewand Adjustments
Business Impact Analysis
Value Performance Analysis
OperationsBusiness Value
Realization
Programs/Projects
Results Delivery
PortfolioValue Decisions
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Strategy
©2015 Imad Alsadeq
Project Management Institute, Organizational Project Management Maturity Model (OPM3) - Third Edition, Project Management Institute, Inc., 2013, Figure 2-1, Page 18.
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Organizational Environment
Portfolio Reviewand Adjustments
Business Impact Analysis
Value Performance Analysis
OperationsBusiness Value
Realization
Programs/Projects
Results Delivery
PortfolioValue Decisions
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Strategy
Source: PMI (2013), Organizational Project Management Maturity Model (OPM3), Third Edition
G1 G2 G3
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More than moving boxes
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*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.
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*These definitions are taken from the Glossary of the Project Management Institute, The standard for Program Management - Third Edition, Project Management Institute, Inc., 2013.
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• 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
Value
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Project Management Institute, The standard for Program Management - Third Edition, Project Management Institute, Inc., 2013, Figure 1-1, Page 5.
Program Benefits Management
Benefit
Benefit
Benefit
Benefit
Benefit
Benefit
Discrete BenefitsSubprograms, Projects, and Other Work
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Program Definition Program ClosureProgram Benefits Delivery
Benefit
Benefit
Benefit
Benefit
Benefit
Benefit
Benefit
Consolidated Program Benefits
Sustained Benefits
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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.
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Project Management Institute, The standard for Program Management - Third Edition, Project Management Institute, Inc., 2013, Figure 4-1, Page 35.
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• 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.
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Benefits Identification
Benefits Analysis & Planning
BenefitsDelivery
BenefitsTransition
BenefitsSustainment
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Strategy Talks
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Organizational Environment
Portfolio Reviewand Adjustments
Business Impact Analysis
Value Performance Analysis
OperationsBusiness Value
Realization
Programs/Projects
Results Delivery
PortfolioValue Decisions
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Strategy
Source: PMI (2013), Organizational Project Management Maturity Model (OPM3), Third Edition
G2 G3G1
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Mismatch Targets and Results
Different Interests & References
Talking Different Languages
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Strategy & Portfolio(s)
are NOT aligned
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• 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.
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Benefits Identification
Benefits Analysis & Planning
BenefitsDelivery
BenefitsTransition
BenefitsSustainment
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• 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
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Project Management Institute, The standard for Program Management - Third Edition, Project Management Institute, Inc., 2013, Figure 8-1, Page 102.
©2015 Imad Alsadeq
Strategic Objective
Realized ValueBusiness Strategy
Program Benefits Delivery
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Strategy & Portfolio(s) are aligned
Benefit Identification
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Matched Targets and Results
Talking The Same Languages
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Translation Issue
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Organizational Environment
Portfolio Reviewand Adjustments
Business Impact Analysis
Value Performance Analysis
OperationsBusiness Value
Realization
Programs/Projects
Results Delivery
PortfolioValue Decisions
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Strategy
Source: PMI (2013), Organizational Project Management Maturity Model (OPM3), Third Edition
G2 G3Benefits Identification
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Biased Delivery
No Analysis nor Planning
Unprioritized Components
Unbalanced usage of
resources
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• 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.
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Benefits Identification
Benefits Analysis & Planning
BenefitsDelivery
BenefitsTransition
BenefitsSustainment
THE PURPOSE
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Project Management Institute, The standard for Program Management - Third Edition, Project Management Institute, Inc., 2013, Figure 1-5, Page 12.
• Benefits Realization Plan
• One of its activities:
– Defining and prioritizing program components, including component projects and subprograms, and their interdependencies
• Benefits Register Update
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• To ensure that the program delivers the expected benefits, as
defined in the benefits realization plan.
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Benefits Identification
Benefits Analysis & Planning
BenefitsDelivery
BenefitsTransition
BenefitsSustainment
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• 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;
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Benefits Analysis & Planning
Balanced usage of Resources Benefits Delivery
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Prioritized Components
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Authority map
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Organizational Environment
Portfolio Reviewand Adjustments
Business Impact Analysis
Value Performance Analysis
OperationsBusiness Value
Realization
Programs/Projects
Results Delivery
PortfolioValue Decisions
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Strategy
Source: PMI (2013), Organizational Project Management Maturity Model (OPM3), Third Edition
G3Benefits Identification
Benefits Planning
Benefits Delivery
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No Increased Value
Orphan Outcomes
Orphan Benefits
No Benefit Realization nor Value Increase
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• 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.
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Benefits Identification
Benefits Analysis & Planning
BenefitsDelivery
BenefitsTransition
BenefitsSustainment
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Project Management Institute, The standard for Program Management - Third Edition, Project Management Institute, Inc., 2013, Figure 4-2, Page 38.
• 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
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• To ensure that ongoing sustainment activities have been
transitioned to the appropriate entities or subsequent
programs to steward the ongoing post-transition work.
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Benefits Identification
Benefits Analysis & Planning
BenefitsDelivery
BenefitsTransition
BenefitsSustainment
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• 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.
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Program Transition
Program Closeout
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Benefits Transition
RealizedBenefit &
Increased Value
Benefits Sustainment
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Increased Value
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Why, How, and Who?
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Organizational Environment
Portfolio Reviewand Adjustments
Business Impact Analysis
Value Performance Analysis
OperationsBusiness Value
Realization
Programs/Projects
Results Delivery
PortfolioValue Decisions
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Strategy
Source: PMI (2013), Organizational Project Management Maturity Model (OPM3), Third Edition
Benefit ManagementCulture
Benefits Identification
Benefits Planning
Benefits Delivery
Benefits Transition
Benefits Sustainment
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Why?
• 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.
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Why?
• 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
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• 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.
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• Share this presentation
• Go for PgMP and PfMP
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• 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
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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,
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