Benefits Realisation Management-Books Pdf

BENEFITS REALISATION MANAGEMENT
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About the speaker, Mike Murray is a Senior Consultant working with EPCM Global an Engineering. Project Management and Specialist Staffing solutions provider providing. innovative management and engineering consulting solutions for complex and. high risk operations and project types, Mike was previously contracted to Eskom where he developed and managed. the project life cycle model for new build capital projects During his time at. Eskom he introduced and established the Construction Industry Institute CII. Project Definition rating Index PDRI and Team Alignment best practices. Mike has worked with a number of management consultancies and various. large corporate clients in the project and operations disciplines on many varied. consulting initiatives and projects, 1 Introduction What is Meant by Benefits Realisation 08 45 09 05. 2 Benefits Drive Business Results 09 05 09 15, 3 Benefits Realisation Lifecycle 09 15 09 30. 4 Benefits Realisation Implementation Outline 09 30 09 40. 5 Reference Reading 09 40 09 45, Break Leg Stretch 09 45 10 00.
6 Q A Interactive Group Session and Event Close 10 00 10 30. 1 Introduction What is Meant by Benefits Realisation 08 45 09 05. Benefits Management, Benefits management involves identifying planning measuring. and tracking benefits from the start of the programme or project. investment until realisation of the last projected benefit. It aims to make sure that the desired benefits are specific. measurable agreed realistic and time bounded, The term benefits management is often used interchangeably. with the term benefits realisation, Programme and project benefits management https www finance ni gov uk articles programme and project benefits management. Benefits Strategic Value, When benefits are managed well organisations realise the. greatest possible return on their investments, But far too few organisations have effective benefits realisation.
management processes in place, In fact many have no benefits management approaches at all. And as PMI s current findings show they are missing an. opportunity to ensure that their projects deliver the expected. strategic impact and drive organisational success Mark A Langley PMI President and CEO. PMI s Pulse of the Profession In Depth Report The Strategic Impact of Projects Identify benefits to drive business results 2016. Why do we do projects, The reason organisations and governments invest in programmes. and projects is not to keep their project and programme managers. occupied or to enhance the profitability of their suppliers but to. realise measurable benefits benefits in terms of, Increased revenue. Cost savings, Some tangible contribution to a strategic objective or business. priority or, Because we have to to meet a legal or regulatory requirement.
or to maintain business as usual, But do we realise measurable long term benefits and value. Old project management approach, Project Manager, Project Instruction Request. Scope and Plan, Activity Schedule, Deliverables, The focus is on Short termism. short term success VS long term benefits value, Implementing strategy to achieve. sustainable benefits and value, Cost Scope Quality VS Business.
Project A Business, Performance, Projects produce deliverables and it is the. Project utilisation of the deliverables that produces. Initiate Plan Execute Handover Close benefits It is the benefits that ultimately. justify the expenditure on projects, Short termism refers to an excessive focus on short term results at the expense of sustainable long term strategic investments. Projects Deliver Outcomes Benefits, We tend to focus on the deliverables and outcomes and forget about the benefits. Cost to the economy, Value to the economy, Value to the community. Value to the community, Will this project be a success.
Cost to the project, Value to the economy, Were these projects a success. Benefits Management, Benefits management is the identification definition planning. tracking and realisation of business benefits, Focus on the desired outcome of the programme rather than the. successful deliver of projects, Benefits management provides part of the economic case for. investment value for money, Provides a focus on WHY implement what is important to the.
Benefits realisation management is a collection of principles. processes and deliverables to effectively manage the businesses. investments, The Benefits Management approach, Benefits management is the common. thread between programme and, project delivery and successful change. management, The approach to programme project, and change management needs to be. benefit driven to ensure maximum, value from the investment in change. Ultimately an organisation s approach, to benefits realisation needs to be.
integrated within corporate planning, to ensure a strong management focus. beyond implementation of the, programme or project. Programme and project benefits management https www finance ni gov uk articles programme and project benefits management. Management Project Benefits Gulf, Project Manager Business Executive. Requirements, Delivery Benefits Value, Projects are executed so Executives responsible for Benefits definition and realisation. that benefits will accrue authorising projects Also is the shared responsibility of both. to the business responsible for ensuring business executives and project. benefits are realised managers, Programme Management Benefits.
Programme Management Definition, 1 A temporary flexible organisation 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 organisation s strategic objectives. Definition Managing Successful Programmes 2011, 2 A group of related projects and change management activities that together. achieve beneficial change for an organisation Definition APM BoK 6th edition. 3 The application of knowledge skills tools and techniques to a program to meet. the programme requirements and to obtain benefits and control not obtained by. managing projects independently, Definition PMI Lexicon of Project Management terms V 2 2012. 4 A group of interrelated projects and other activities managed in a coordinated way. to realise benefits contributing towards the strategic objectives. Definition ISO Standard on Programme Management, Definitions a starting point. PROJECT BENEFITS Project benefits can be considered synonymous with positive. strategic impacts, OBJECTIVES Project objectives are the results to be achieved after a project.
concludes such as a successful IT conversion development of a new product or. manufacturing process or construction and staffing of a new facility Project. success measures typically specify project outputs as opposed to outcomes. BENEFITS Project benefits are the value that is created for the project sponsor or. beneficiary as a result of the successful completion of a project. BENEFITS REALISATION Benefits realisation is the means to ensuring that benefits. are derived from outputs, BENEFITS REALISATION MANAGEMENT Benefits realisation management. incorporates the activities of managing benefits throughout the life of the project. Definition PMI Lexicon of Project Management terms V 2 2012 4 A group of interrelated projects and other activities managed in a coordinated way to realise benefits contributing towards the strategic objectives Definition ISO Standard on Programme Management Definitions a starting point PROJECT BENEFITS Project benefits can be considered synonymous with positive strategic

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