benefits management and sig mapping
TRANSCRIPT
Defining & Positioning of
“Benefits Management” and
Mapping of APM SIGs
Val IT and slides copyright © 2006 IT Governance Institute. Used with permission.
John Thorp, CMC, I.S.P., [email protected]
© 2015 The Thorp Network Inc.
Are we
doing
the right
things?
Are we
doing
the right
things?
Are we
doing them
the right
way?
Are we
doing them
the right
way?
Are we
getting
them done
well?
Are we
getting
them done
well?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
doing
the right
things?
Are we
doing
the right
things?
Are we
doing
the right
things?
Are we
doing
the right
things?
Are we
doing them
the right
way?
Are we
doing them
the right
way?
Are we
doing them
the right
way?
Are we
doing them
the right
way?
Are we
getting
them done
well?
Are we
getting
them done
well?
Are we
getting
them done
well?
Are we
getting
them done
well?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Source: The Information Paradox
Benefits Realisation Approach
Are we
doing
the right
things?
Are we
doing
the right
things?
Are we
doing them
the right
way?
Are we
doing them
the right
way?
Are we
getting
them done
well?
Are we
getting
them done
well?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
doing
the right
things?
Are we
doing
the right
things?
Are we
doing
the right
things?
Are we
doing
the right
things?
Are we
doing them
the right
way?
Are we
doing them
the right
way?
Are we
doing them
the right
way?
Are we
doing them
the right
way?
Are we
getting
them done
well?
Are we
getting
them done
well?
Are we
getting
them done
well?
Are we
getting
them done
well?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Source: The Information Paradox
Benefits Realisation Approach
Continually asking…
Accountability Measurement
Full Cycle Governance
Portfolio Management
Program
Management
Project
Management
Beyond
stand-alone
projects -
to Integrated
Business
Programs
Beyond
“single
stream”
to Portfolio
Manage-
mentFrom “project myopia” to Full Cycle Governance
Accountability
Measurement
From
reactive to
proactive
Manage-
ment of
Change
Man
ag
em
en
t of C
han
ge
Benefits Realisation Approach
Source: The Information Paradox
DefinitionsValueRelative worth or importance of an investment for an organization or its
key stakeholders. Its expression may take various forms, including
monetary or material, substitution equivalence, subjective judgment,
etc.
BenefitAn outcome whose nature and value (expressed in various ways) are
considered advantageous by an organization.
PortfolioA grouping of investment programs selected by management to
achieve defined business results, while meeting clear risk/reward
standards.
ProgrammeA structured grouping of projects designed to produce clearly identified
business results.
ProjectA group of activities concerned with delivering a defined capability
based upon an agreed schedule and budget.
Source: The Information Paradox
P3M – Enabling Value
Portfolio
Management
Programme
Management
Project
Management
Value Governance
Source : Adapted from The Information Paradox by John Thorp. McGraw Hill 2003
and Val IT 2.0 Framework ISACA 2008
Management of all the projects (grouped into a
programme) that are both necessary and sufficient to
realise expected benefits
The leadership, process and structure to enable and support achievement of the enterprise’s
strategy and objectives.
Management of budget, schedule
and resources to deliver required
capabilities
Objective selection of investments to optimise business
value, based on both desirability and achievability
Proactive monitoring and adjustment of the portfolio of
investments based on performance and business context
Right
Things
Right
Way
Done
Well
P3M – Enabling Value
Portfolio
Management
Programme
Management
Project
Management
Value Governance
Source : Adapted from The Information Paradox by John Thorp. McGraw Hill 2003
and Val IT 2.0 Framework ISACA 2008
Management of all the projects (grouped into a
programme) that are both necessary and sufficient to
realise expected benefits
The leadership, process and structure to enable and support achievement of the enterprise’s
strategy and objectives.
Management of budget, schedule
and resources to deliver required
capabilities
Objective selection of investments to optimise business
value, based on both desirability and achievability
Proactive monitoring and adjustment of the portfolio of
investments based on performance and business context
Right
Things
Right
Way
Done
Well
Benefits
Realisation
Helps the Enterprise to Bring About
Value
Benefits
New Capabilities
The P3M Components
Portfolios
Programmes
Projects
P3M – How it all ties together
Are comprised of a selection of…
Are comprised of the necessary…
Lead to and enables….
Creates and enables….
Deliver to the enterprise…
Provide structure and focus to
proactively manage achievement of……
Manage investment decisions to optimise…
Source: The Information Paradox
Source : Adapted from The Information Paradox by John Thorp. McGraw Hill 2003
Portfolio Management
Value Governance
Programme
Management
Project
Management
Performance Management
M
a
n
a
g
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m
e
n
t
o
f
M
a
n
a
g
e
m
e
n
t
C
h
a
n
g
e
Strategic Governance Framework
©2015 The Thorp Network Inc.
Source : Adapted from The Information Paradox by John Thorp. McGraw Hill 2003
Portfolio Management
Value Governance
Programme
Management
Project
Management
Performance Management
Strategy Management
Operations Management
M
a
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g
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o
f
M
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C
h
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n
g
e
Strategic Governance Framework
©2015 The Thorp Network Inc.
Source : Adapted from The Information Paradox by John Thorp. McGraw Hill 2003
Portfolio Management
Value Governance
Investment Management
Programme
Management
Project
Management
Performance Management
Strategy Management
Operations Management
M
a
n
a
g
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m
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n
t
o
f
M
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m
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Asset
Management
A
r
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M
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C
h
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g
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Strategic Governance Framework
©2015 The Thorp Network Inc.
Source : Adapted from The Information Paradox by John Thorp. McGraw Hill 2003
Portfolio Management
Value Governance
Investment Management
Programme
Management
Project
Management
Performance Management
Strategy Management
Operations Management
M
a
n
a
g
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m
e
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o
f
M
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Asset
Management
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Strategic Governance Framework
©2015 The Thorp Network Inc.
VALUE RISK
Source : Adapted from The Information Paradox by John Thorp. McGraw Hill 2003
Portfolio Management
Value Governance
Investment Management
Programme
Management
Project
Management
Performance Management
Strategy Management
Operations Management
M
a
n
a
g
e
m
e
n
t
o
f
M
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Asset
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Strategic Governance Framework
©2015 The Thorp Network Inc.
VALUE RISK
Total Benefits –Total Costs
Source : Adapted from The Information Paradox by John Thorp. McGraw Hill 2003
Portfolio Management
Value Governance
Investment Management
Programme
Management
Project
Management
Performance Management
Strategy Management
Operations Management
M
a
n
a
g
e
m
e
n
t
o
f
M
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Asset
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Strategic Governance Framework
©2015 The Thorp Network Inc.
Governance SIG
Plan, Monitor & Control SIG
PfM SIG
PgM SIG
PMO
SIG
EC
SIG
A
s
s
u
r
a
n
c
e
S
I
G
VM, BM & Risk SIGs
Contr
acting
&
Procur
ement
SIG
KM &
People
SIGs
Defining & Positioning of
“Benefits Management” and
Mapping of APM SIGs
Val IT and slides copyright © 2006 IT Governance Institute. Used with permission.
John Thorp, CMC, I.S.P., [email protected]
© 2015 The Thorp Network Inc.