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Dr f Dejahang (BSc CEng, BSc (Hons) Construction Mgmt, MSc, MCIOB, PhD)
http://www.cpi-team.com
Benefits management can be defined as:
‘a core activity and continuous ‘stream’
throughout the programme’.
It provides the programme with a framework for :
benefits realisation
&
means of monitoring achievement against its targets
Benefits management focuses on:
the realisation of benefits as an effect of outcomes resulting from change
delivered by the programme
Identifying, monitoring and measuring benefits is
essential to ensure that:
the programme delivers the strategic objectives described
in the programme vision
Benefits are the main driver of the programme
Their identification sets the targets and
objectives of the work
In some cases the programme will need to change its work streams to ensure that the
benefits are achieved.
Throughout the duration of the programme the identified benefits needs to be tracked and assessed.
The approach to benefits management within the programme will continue throughout the full life cycle of the project and in particular
beyond the completion of the project.
Some benefits may not be fully realised until after
completion.
The quantifiable and measurable improvement resulting from an outcome which is perceived as
positive by a stakeholder
It will normally have a tangible value expressed in a monetary or
resource terms
The focus on benefits within a programme allows
changes and unknown factors to be dealt with
throughout the life cycle of the programme.
Identification
Initial benefits have been identified from the initially
visioning work undertaken at the start of the programme
with a range of stakeholders.
Knowledge Management (KM)
• KM IS A CONCEPT IN WHICH AN ENTERPRISE GATHERS, ORGANIZES, SHARES, AND ANALYZES THE KNOWLEDGE OF INDIVIDUAL AND GROUPS ACROSS THE ORGANIZATION IN WAYS THAT DIRECTLY AFFECT PERFORMANCE”
“KM IS THE PROCESS THROUGH WHICH
ORGANIZATIONS GENERATE VALUE FROM THEIR
INTELLECTUAL AND KNOWLEDGE-BASED ASSETS”
KM involves the identification
and analysis of available
knowledge and required
knowledge.
This knowledge is needed to fulfil
the organizational objectives in a comparative
market.
POSSIBLE MEANINGS
POSSIBLE ACTIONS POSSIBLE RESULTS
KNOWLEDGE MANAGEMENT
COMPUTATIONAL INPUTS
ORGANIZATIONAL INPUTS
Procedure
Policies
Best practices
Data
Company rules
information
Publication
Research
On going projects
Conferences
Seminars
Best practices
etc
WHAT IS KNOWLEDGE MGMT?
Procedure
Policies
Best practices
Data
Company rules
information
Publication
Research
On going projects
Conferences
Seminars
Best practices
etc
CHANGE MANAGEMENT IMPLICATIONS
KEEPING UP WITH NEW TECHNOLOGIES
MANAGEMENT SUPPORT / SPONSORSHIP
DEMONSTRATING BUSINESS VALUE
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