Learn how to identify, manage and realise business benefits effectively with the Benefits Planning and Realisation course. The course is a Business Skills module within the BCS (ISEB) Advanced International Diploma in Business Analysis.
COURSE OBJECTIVE:
The Benefits Planning and Realisation course covers all the key approaches and techniques you need to identify, manage and realise business benefits effectively. This includes categorising and quantifying benefits, planning for benefits delivery and managing the business case through the change process. We'll also look at the benefits dependency network and how to develop a financial case for business change.
Presented to you by one of the expert training consultants pictured below. Each member of the training team brings substantial experience of managing business benefits to the programme.
TARGET AUDIENCE:
Business analysts, project managers, business change practitioners and anyone who is involved in managing and measuring business benefits. Benefits Planning and Realisation is also a Business module on the BCS (ISEB) Advanced Diploma in Business Analysis.
COURSE PREREQUISITES:
Not available. Please contact.
COURSE CONTENT:
During this course, you will cover:
The context for benefits management (10%)
• Issues with the relationship of IS/IT delivery to benefits
• Characteristics of a benefits management approach
• Value and the value proposition
• Value chains and value networks
– External value chain analysis
– Internal value chain analysis
– Alternative value chain configurations
The benefits management lifecycle (25%)
• The rationale for benefits management
• An overview of the benefits management process
– Identifying and structuring benefits
– Planning benefits realisation
– Executing the benefits plan
– Reviewing and evaluating the results
– Establishing the potential for further benefits
Identifying drivers, benefits and establishing a benefits
Dependency network (25%)
• Why: Identifying business and organisational drivers
• Establishing investment objectives
• Linking business benefits to drivers
• What: the business benefits
– Benefit owners
– Change owners
• How: the benefits dependency network
– Business changes
– Enabling changes
– IS/IT enablers
Building the business case (15%)
• The rationale of the business case
• A structure for analysing and describing benefits
– Observable benefits
– Measurable benefits
– Quantifiable benefits
– Financial benefits
• Quantifying the benefits & overcoming the measurable to quantifiable barrier
• Financial benefits
– Cost reductions
– Revenue increases
• Investment appraisal
– Payback
– Discounted cash flow/Net present value
– Internal rate of return
• Risk assessment
• Completing the business case
Stakeholder and change management (10%)
• Assessing the feasibility of achieving the benefits
• Stakeholder analysis and management techniques
– Power and influence
– Benefits and change
• Completing the benefits plan
• Change management strategies
Implementing a benefits management approach (10%)
• Rationale for introducing benefits management
• Initiating and managing a benefits-driven project
• Roles within benefits management
– The project sponsor
– The business project manager
– The project management office
• The benefits plan and the project plan
• Benefits management workshops
• Reviewing and evaluating results/benefits review meeting
• Establishing potential for further benefits
• Monitoring the benefits after implementation
– embedding the benefits
– disaggregating benefits
• A maturity model for organisational benefits
The future of benefits management (5%)
• Benefits management and strategy
• Future trends in IS/IT and the implications for benefits management
FOLLOW ON COURSES:
Not available. Please contact.