Download - Managing Benefits - Foundation
The
APM
G-In
tern
atio
nal M
anag
ing
Bene
fits a
nd S
wirl
Dev
ice
logo
is a
trad
e m
ark
of T
he A
PM G
roup
Lim
ited.
The underpinning philosophy and principles of Managing Benefits
The terminology and thinking behind Managing Benefits
The Managing Benefits process and techniques The Managing Benefits documents, roles and
responsibilities The Managing Benefits alignment with
other best practice methodologies and standardsMain goal Attempt Foundation exam with confidence Begin to apply the best practice, tailoring it to
your own organisational needsSecondary goal Benefits and value of Managing Benefits
M00 - Course introduction 3/10 | 3/210
Please share with the class:
Your name and surname Your organization Your profession Ttitle, function, job responsibilities
Your familiarity with theportfolio management
Your experience with PMO/Support offices/Project Management
Your personal session expectations
M00 - Course introduction 4/10 | 4/210
Foundation Exam
Paper based and closed book exam Only pencil and eraser are allowed 50 questions, pass mark is 25 (50%) Simple multiple (ABCD) choice exam Only one answer is correct 40 minutes exam No negative points, no “Tricky Questions”
No pre-requisite for Foundation exam
Sample, one mock exam is provided to you.
Candidates completing an examination in a language that is not their mother tongue, will receive additional time
M00 - Course introduction 5/10 | 5/210
Practitioner Exam
Paper based and open book exam Reference to Managing Benefits handbook
Handbook is provided for students
2.5 hour exam 8 x 10 mark questions = 80 question
items/lines Dictionary/translation lists allowed for non-
native speakers Non-scientific calculator for basic
calculations Pass mark – 50% / 40 marks
Foundation certification is requiredCandidates completing an examination in a language that
is not their mother tongue, will receive additional time
M00 - Course introduction 6/10 | 6/210
Managing Benefits syllabus section code and title
OV Overview
PR Principles
IQ Identify and Quantify
VA Value and Appraise
PL Plan
RZ Realize
RW Review
PF Portfolio-based application
IS Implement and Sustain
Syllabus Handbook Page
Module slide number / total module slides
Slide number / total slides
Module number and name
Managing Benefitshandbook page
Managing Benefits syllabus section code
M00 - Course introduction 7/10 | 7/210
twitter.com/mirodabrowski
linkedin.com/in/miroslawdabrowskigoogle.com/+miroslawdabrowski
miroslaw_dabrowski
www.miroslawdabrowski.com
Mirosław DąbrowskiAgile Coach, Trainer, Consultant(former JEE/PHP developer, UX/UI designer, BA/SA)
Creator Writer / Translator Trainer / Coach
• Creator of 50+ mind maps from PPM and related topics (2mln views): miroslawdabrowski.com
• Lead author of more than 50+ accredited materials from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL, M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP, CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.
• Creator of 50+ interactive mind maps from PPM topics: mindmeister.com/users/channel/2757050
• Product Owner of biggest Polish project management portal: 4PM: 4pm.pl (15.000+ views each month)
• Editorial Board Member of Official PMI Poland Chapter magazine: “Strefa PMI”: strefapmi.pl
• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods translator for Polish language
• English speaking, international, independenttrainer and coach from multiple domains.
• Master Lead Trainer• 11+ years in training and coaching / 15.000+ hours• 100+ certifications• 5000+ people trained and coached• 25+ trainers trained and coached
linkedin.com/in/miroslawdabrowski
Agile Coach / Scrum Master PM / IT architect Notable clients
• 8+ years of experience with Agile projects as a Scrum Master, Product Owner and Agile Coach
• Coached 25+ teams from Agile and Scrum• Agile Coach coaching C-level executives • Scrum Master facilitating multiple teams
experienced with UX/UI + Dev teams• Experience multiple Agile methods• Author of AgilePM/DSDM Project Health Check
Questionnaire (PHCQ) audit tool
• Dozens of mobile and ecommerce projects• IT architect experienced in IT projects with budget
above 10mln PLN and timeline of 3+ years• Experienced with (“traditional”) projects under high
security, audit and compliance requirements based on ISO/EIC 27001
• 25+ web portal design and development and mobile application projects with iterative,incremental and adaptive approach
ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank, Descom, Ericsson, Ericpol, Euler Hermes, General Electric, Glencore, HP Global Business Center, Ideo, Infovide-Matrix, Interia, Kemira, Lufthansa Systems, Media-Satrun Group, Ministry of Defense (Poland), Ministry of Justice (Poland), Nokia Siemens Networks, Oracle, Orange, Polish Air Force, Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom, Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy, Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…miroslawdabrowski.com/about-me/clients-and-references/
Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management, Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0, ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development / Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM Simulation …
M00 - Course introduction 10/10 | 10/210
1. Overview of Managing Benefits
2. The Benefits Management Model
3. The 7 Benefits Management Principles
4. Identify and Quantify
5. Value and Appraise
6. Plan
7. Realize
8. Review
9. Portfolio-based application
10. Implementation, Sustain, Measure
M01 - Overview of Managing Benefits 2/12 | 12/210
Benefit - the measurable improvement resulting from an outcome perceived as an advantage by one or more stakeholders, which contributes towards one or more organizational objective(s) Benefits contribute towards organizational/strategic objectives
(benefits are identifiable and quantifiable in terms that link to the drivers of the organizational/strategic objectives)
Benefits are derived from change initiatives (formally constituted projects and programmes)
Benefits management - the identification, definition, tracking, realization and optimization of benefits Optimization not maximization of benefits realization
M01 - Overview of Managing Benefits 3/12 | 13/210
Project Programme Portfolio
A temporary organization, usually existing for a much
shorter time than a programme, which will
deliver one or more outputsin accordance with a specific
business case.A particular project may or
may not be part of a programme.
Whereas programmes deal with outcomes, projects
deal with outputs.
A programme is a temporary, flexible organization created
to coordinate, direct and oversee the implementation of a set of related projects and activities in order to
deliver outcomes and benefits related to the organization’s strategic
objectives.
An organization’s change portfolio is the totality of its
investment (or segment thereof) in the changes required to achieve its strategic objectives.
M01 - Overview of Managing Benefits 4/12 | 14/210
Project Management Programme Management Portfolio Management
The planning, delegating, monitoring and control of all
aspects of the project, and the motivation of those involved, to achieve the project objectives
within the expected performance targets for time, cost, quality, scope, benefits
and risks.
The action of carrying out the coordinated organization,
direction and implementationof a dossier of projects and transformation activities to
achieve outcomes and realizebenefits of strategic importance
to the business.
A coordinated collection of strategic processes and
decisions that together enable the most effective balance of
organizational change and business as usual (BAU).
M01 - Overview of Managing Benefits 5/12 | 15/210
Definition Example
Output The deliverable, or output developed by a project from a planned activity.
A new just-in-time stock control system Staff training programme Revised process
CapabilityThe completed set of project outputs required to deliver an outcome; exists prior to transition.
The combination of the above outputs ready to ’go live’.
OutcomeA new operational state achieved aftertransition of the capability into live operations.
The right materials are available, at the right time, and in the right place.
Benefit
The measurable improvement resulting from an outcome perceived as an advantage by one or more of stakeholders, which contributes towards one or more organizational objectives(s).
Fewer stock-outs and consequent interruptions to production.
Reduced obsolescent stock and hence lower write-offs.
Reduced stock holdings and so less working capital tied up.
M01 - Overview of Managing Benefits 6/12 | 16/210
Side-effects and consequences
Corporateobjectives
realize further
also cause
Projectoutputs
Organizationalchanges
Dis-benefits
enable
realize
helps achieveone or more
Outcomes
Benefits
trigger
Result in
Capabilities
build
enable
Measurable improvement
arising from an outcome perceived as an advantage by
one or more stakeholders and
contributes to one or more
organisational objectives
Measurable decline resulting from an outcome
perceived as negative by one
or more stakeholders
which reduces one or more
organizational objectives
Tangible or intangible artefact produced,
constructed or created as a result of a
planned activity
Completed set of project outputs required to deliver an
outcome – exists prior to transition
Result of change, normally affecting
real-world behaviour or circumstances
© A
XELO
S Lt
d. 2
013.
Mat
eria
l is
repr
oduc
ed u
nder
lice
nce
from
AXE
LOS.
M01 - Overview of Managing Benefits 7/12 | 17/210
‘Emergent’ benefits i.e. benefits that are unanticipated,
but which emerge as the initiative is developed and, most often, as it is deployed or implemented
Unplanned benefits
Intermediate benefits
End benefits
Tangible benefits
Intangible benefits
Measurable benefits
Observable benefits
Dis-benefits The measurable decline resulting
from an outcome perceived as negative by one or more stakeholders, which detracts from one or more organizational objective(s)
M01 - Overview of Managing Benefits 8/12 | 18/210
Forecast benefits are complete (all sources of potential value are identified), realizable and represent value for money
Forecast benefits are realized in practice, including by ensuring the required enabling, business and behavioural change take place
Benefits are realized as early as possible and are sustained for as long as possible
Emergent or unplanned benefits are captured and leveraged (and any dis-benefits are minimized)
We optimize the benefits realized and value for money achieved
Dis-benefits are minimized
M01 - Overview of Managing Benefits 9/12 | 19/210
Guidance on how to apply benefits management at a portfolio, programme and project level
1 Benefits Management Model
7 principles upon which successful approaches to benefits management
5 practices in the Benefits Management Cycle
9 Knowledge Themes
Advice on how to get started in implementing effective benefits management practices and sustain progress
M01 - Overview of Managing Benefits 10/12 | 20/210