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.

Start and finish Course style

LunchCoffee and breaks

M00 - Course introduction 2/10 | 2/210

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


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


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


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


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



quizlet.com/45248717/


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 …


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


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.


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).


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.


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.


‘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)


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


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



I hope you enjoyed this presentation. If so, please like, share and

leave a commentbelow.

Endorsements on LinkedIn are also

highly appreciated! (your feedback = more free stuff)

MIROSLAWDABROWSKI.COM/downloads

Education

Managing Benefits - Foundation