Implementing project and program benefit management 1st edition by Kenn Dolan 0429627675 9780429627675

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ISBN-10 ‏ : ‎0429627675 

ISBN-13 ‏ : ‎ 9780429627675

Author: Kenn Dolan 

One of the most difficult, yet important, questions regarding projects is “What advantages will this project create for the investors and key stakeholders?” Projects and programs should be treated as investments. This means that the focus of projects shifts from delivering within the triple constraints (time–cost–quality) towards some of the more fundamental questions: What is the purpose of this investment? What are the specific advantages expected? Are these benefits worth the investment? Implementing Project and Program Benefit Management is written for executives and practitioners within the portfolio, program, and project environment. It guides them through the important work that must be addressed as the investment progresses towards the realization of benefits. The processes discussed cover the strategic elements of benefits realization as well as the more detailed requirements, which are the domain of the program delivery teams and the operational users. Using real cases to explain complex situations, operational teams and wider groups of stakeholders, including communities affected by infrastructure projects, will be able to engage in the conversation with the sponsors and delivery teams. Covering an area of program and project management that is rapidly becoming more widely valued, this book blends theory with practical experience to present a clear process flow to managing the benefits life cycle. Best practices are defined, and pitfalls and traps are identified to enable practitioners to apply rigor and structure to this crucial discipline.

Implementing project and program benefit management 1st Table of contents:

PART 1 Part One Establishing the Language
1 What Are Benefits and Why Are They Important?
1.1 What Are Benefits?
1.1.1 Characteristics of Benefits
1.1.2 Why Are Benefits Important?
1.2 Benefits Realization Management
1.3 Categorization of Benefits
1.3.1 Financial and Nonfi nancial Benefits
1.3.2 Triple Bottom Line
1.3.3 Efficiency and Effectiveness Factors
1.3.4 Tangible and Intangible Benefits
1.4 Stakeholders and Benefits
1.5 Changing the Conversation
Exercises and Activities
2 Definitions and Terminology
2.1 Project
2.2 Program
2.3 Portfolio
2.4 Initiative
2.5 Progressive Elaboration
2.6 Pathway to Benefits
2.6.1 Output
2.6.2 Capability
2.6.3 Outcome
2.6.4 Intermediate Benefits
2.6.5 Emergent Benefits
2.6.6 Dis-Benefits
2.6.7 Benefits
2.7 Transition Period
2.8 Transition Activities
2.9 Baseline
2.10 Operational Environment
2.11 Business as Usual
2.12 Gateways
2.13 Benefits Reviews
2.14 Fiscal Year (or Financial Year)
2.15 Front-End Loading
2.16 Return on Investment
2.17 Benefit Cost Analysis
2.17.1 Payback Period
2.17.2 Net Present Value
2.17.3 Benefit-Cost Ratio
2.18 Diagrammatic Methods
2.18.1 Benefit Map
2.18.2 Dependency Network
2.19 Documentation
2.19.1 Benefits Management Strategy
2.19.2 Benefit Profile
2.19.3 Benefits Register
2.19.4 Business Case
2.19.5 Benefit Realization Plan
2.19.6 Program Plan
2.19.7 Transition Plan
2.19.8 Sustainment Plan
2.19.9 Review Report
2.19.10 Benefits Closure Report
2.20 Summary
Exercises and Activities
3 Team Roles and Responsibilities
3.1 Sponsoring Group
3.2 Sponsor
3.3 Program Manager
3.4 Project Manager
3.5 Program/Project Management Office (PgMO/PMO)
3.6 Project Office
3.7 Program Office
3.8 Business Change Manager (BCM)
3.9 Change Team
3.10 Benefit Manager/Owner
3.11 Assurance Roles
3.12 Governance Roles
3.13 Specialist Support Roles
3.14 Additional Considerations
3.15 Summary
Exercises and Activities
PART 2 Part Two The Benefits Life Cycle
4 Benefits Life Cycle
5 Establish the Context
5.1 Drivers for Programs and Investments
5.1.1 PESTLE
5.1.2 Triple Bottom Line
5.2 Other Program Types
5.2.1 Strategic Initiatives
5.2.2 Evolving Initiatives
5.2.3 Compliance Initiatives
5.2.4 Technology-Driven Initiatives
5.3 Recognizing the Stakeholders’ Perspectives
5.3.1 Getting to Know the Stakeholders
5.4 Documentation
5.4.1 Benefits Management Strategy
5.5 Summary
Exercises and Activities
6 Identify the Benefits
6.1 Getting Off to a Bad Start
6.2 Begin with the End in Mind
6.3 Diagrammatic Techniques
6.3.1 Benefit Mapping
6.3.2 Benefits Dependency Network
6.3.3 Benefits Dependency Map
6.3.4 Benefits Logic Map
6.3.5 Applying These Methods
6.4 Identifying the Right Benefits
6.5 Who Identifies the Benefits?
6.6 Documentation
6.6.1 Benefit Profile
6.6.2 Benefits Register
6.6.3 Benefits Map (or Other Diagrammatic Representation)
6.7 Summary
Exercises and Activities
7 Assess the Benefits
7.1 Quantifying
7.1.1 Cognitive Bias—Some of the Traps
7.1.2 Combatting the Biases
7.1.3 Calculating the Value of Benefits
7.2 Assessing
7.3 Documentation
7.3.1 Benefit Profile
7.3.2 Benefits Realization Strategy
7.3.3 Business Case (Initial)
7.3.4 Benefits Register
7.4 Reviewing and Decisions
7.4.1 Initial Business Case Document
7.4.2 Assurance
7.4.3 Independent Review
7.4.4 Learning Lessons
7.5 Summary
Exercises and Activities
8 Plan for Benefits Realization
8.1 Who Needs to Be Involved in Planning Benefits
8.2 The Planning Regime for a Benefit Life Cycle
8.2.1 Project Planning
8.2.2 Transition Planning
8.2.3 Post-Transition—After the Outcome Has Been Realized
8.3 Planning for Benefits
8.3.1 Early Wins
8.4 Documentation
8.4.1 Program Plan
8.4.2 Benefit Realization Plan
8.4.3 Transition Plan
8.4.4 Sustainment Plan
8.5 Summary
Exercises and Activities
9 Coordinate and Realize the Benefits
9.1 Pre-Transition
9.1.1 Changes to the Project
9.1.2 Scope Changes
9.1.3 Schedule Changes
9.1.4 Training
9.1.5 Communications
9.1.6 Baseline
9.2 Transition
9.2.1 Induction
9.2.2 Training
9.2.3 Reinforcement
9.2.4 Outcome
9.3 Post-Transition
9.3.1 Stepping Stones
9.3.2 Minor Adjustments
9.3.3 Reinforcement
9.3.4 Measuring Benefits
9.3.5 Decommissioning Obsolete Systems
9.4 Sustainment
9.5 A Case Study
9.5.1 Pre-Transition
9.5.2 Transition
9.5.3 Post-Transition
9.6 Documentation
9.7 Summary
Exercises and Activities
10 Review the Initiative
10.1 Addressing Failure to Meet Benefits Targets
10.2 Managing Emergent Benefits
10.3 Revisiting Planning
10.4 Closure
10.5 Documentation
10.5.1 Review Report
10.5.2 Benefits Closure Report
10.6 Summary
Exercises and Activities
PART 3 Part Three Embedding the Practices
11 Embedding Benefits Realization Management into Organizations
11.1 Change the Conversation
11.2 Enforce the Development of Benefit Profiles
11.3 Apply Successful Delivery Mechanisms
11.4 Integrate BRM with Existing Organizational Processes
11.5 Induct All Stakeholders
11.6 Establish a Single Sponsoring Group
11.7 Focus on the Significant Benefits
11.8 Substantiate the Attribution of Benefits
11.9 Test the Legitimacy of Benefits
11.10 Beware “Double Dipping”
11.11 Apply a Model for Change
11.12 Be SMART
11.13 Engage Stakeholders
11.14 Conduct Independent Assurance and Reviews
11.15 Create Champions
11.16 Summary

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