Minor Project- en Programmamanagement Les 4 Benefits Management.

Presentatie over: "Minor Project- en Programmamanagement Les 4 Benefits Management."— Transcript van de presentatie:

1 Minor Project- en Programmamanagement Les 4 Benefits Management

2 What future will the programme deliver? Is the programme affordable? Who will be involved in the programme? How will the programme undertake key aspects of work? Vision Benefits Management Why do we need the Programme? Organisation Leadership and Stakeholder Engagement Risk Management and Issue Resolution Business Case Blueprint Design and Delivery Benefits Management Planning and Control Quality Management Minor project- en programma management Lia de Zoete 14-12-2015 / 2

3 Een benefit is de meetbare verbetering van de bestaande of nieuwe processen en diensten als gevolgen van een programma. marcel seijner

4 doelen van benefits realisation management 1 identificatie en heldere definitie van benefits; koppeling van de benefits met de strategische doelen marcel seijner

5 doelen van benefits realisation management 2 commitment in de organisatie, zodat ze eigenaarschap tonen en verantwoordelijkheid voor het behalen van de benefits; marcel seijner

6 doelen van benefits realisation management 3 monitoring optimalisatie en bewaking van de verwachte benefits om er zeker van te zijn dat deze worden gehaald. de aan de benefits gekopelde performance indicatoren worden gemeten marcel seijner

7 doelen van benefits realisation management 4 identificatie en minimalisering van de nadelen van de verandering marcel seijner

8 doelen van benefits realisation management 5 gebruik van de benefits als gids voor het verloop van het programma marcel seijner

9 highlights dependencies identifies qualifies informs Plans Risks Blueprint Projects Boundary Stakeholders drives Business Case Benefits Management defines acceptable criteria Quality of the outputs and capability to be delivered End of Tranche Reviews analyses and engages Benefits Management marcel seijner

10 veroorzaakt ook maakt mogelijk lleidt tot Benefit Realisation and Strategic Objectives wordt gemeten door bereikt 1 of meeer creëert Realiseert meer Project Outputs Gewenste Outcomes organisatie verandering Dis-benefits Strategische doelen Benefits neveneffecten en consequenties marcel seijner

11 Benefit value types Value typesDefinition Example CashableNon- cashable Tangible Definite Value may be predicted with certaintyReduced costsFewer steps in a process Expected Value may be predicted on the basis of historic trends an high levels of confidence Increased sales Quicker performance of tasks Anticipated The benefit is anticipated but its value is not reliably predictableLower insurance premiums Greater customer satisfaction Intangible May be anticipated but difficult to substantiate. Proxy measurement of other causally-related benefits may given evidence of realisation Improved image (Proxy: increased number of positive testimonials) Tip: Benefits are best titled with a change term (increased, faster, lower, cheaper, bigger) Avoid better, or improved (not specific enough)

12 Objective: be more healthy Project life cycle / Activity Transition (gedragsverandering) Proj-2 Proj-1 Internet Racefiets Sportkleding Training schema Pre-Transition Betere conditie Resultaat minder stress Spiervorming, vetverbranding Training 3 keer per week Mogelijk- heden: fietsen -20% gewicht Enablers marcel seijner

13 capability Project life cycle / Activity Transition / Post-Transition project Blueprint project activity output (intermediate) benefits dis-benefits side effects Outcomes capability end benefits Measureable Strategic Objectives (intermediate) benefits dis-benefits side effects Outcomes activity project output capability project Outputs Outcomes Benefits Pre-Transition

14 invloed veranderbereidheid eerdere ervaringen consequenties voor de medewerkers beschikbare capaciteit ervaring met benodigde veranderingen ervaringen bij andere veranderingen mogelijkheid tot externe medewerkers cultuur, gedrag en houding in de organisatie marcel seijner

15 vision statement verwachte outcome ontwikkel benefits mgt statefy identificeer en modeleer- de benefits optimaliseer en beoordeel additionele benefits kwalificeer de benefits en optimaliseer de mix benefits review en evaluatie realisatie plan voor realisatie van benefits realisatie van de benefits marcel seijner

16 welke verbetering? waar gebeurt het? benefits management strategy wie is verantwoordelijk? is het kwalificeerbaar? toekomstige benefits? welke verandering is nodig? wie merken dit? hoe meten? wie meet? hoe en wanneer kan de verandering worden gedaan? heeft de verandering plaatsgehad? is het bereikt?

17 marcel seijner

18 Benefits Management Cycle Optimize and look for other benefits © Crown copyright 2009 Reproduced under licence from OGC Identify Benefits modeling and maps Benefits management strategy Benefits profiles Plan Benefits attribution Benefits validation  Description;  Observable outcomes;  Attribution;  Measurement Benefits realization plan Deliver (see transformational flow; Realizing the Benefits) Pre-transition Transition Post-transition Review Benefits reviews

19 Benefits Map Outcome Project Output BenefitCorporate Capability New HR IT System Retrained managers New recruitment process Delays for applicants reduced Applications processed faster Better staff retention Higher staff moral Increased HR staff efficiency Fewer vacancies Increased productivity Improved continuity Fewer HR staff Lower recruitment costs Reduced personnel costs Illustrates the sequential relationship between benefits © Crown copyright 2009 Reproduced under licence from OGC

20 Assignment 4 Ontwerp een Benefits Map voor Mediq marcel seijner