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.

Benefits Identification

Benefits Profiling

Benefits Planning

Benefits Monitoring and Review

Benefits Realisation

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

Benefits are expected when a

change is conceived.

Benefits are realised as a result of

activities undertaken to effect the change

In a project environment the focus is normally on deliverables

and outputs.

The focus on benefits within a programme allows

changes and unknown factors to be dealt with

throughout the life cycle of the programme.

As well as benefits the change initiated by a

programme can produce a negative

outcome.

These are referred to as dis-benefits

Dis-benefits are tracked and

measured in the same way as benefits.

Identification

Initial benefits have been identified from the initially

visioning work undertaken at the start of the programme

with a range of stakeholders.

Benefits/Dis-benefits

Quantifiable

improvement

Measurable improvement

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

IMPROVED TEAM COMMUNICATION

REDUCED PROBLEM

SOLVING TIME

IMPROVED PROFITABILITY

CONSISTENCY

IMPROVED PROJECT

MGMT

CUSTOMER PARTICIPATION

SUPPLY CHAINREDUCED

DESIGN CYCLE TIME

CLOSE TO MARKET

BUSINESS PROCESS

IMPROVEMENT

Technological Factors

Social

Factors

Managerial

Factors

CHANGE MANAGEMENT IMPLICATIONS

KEEPING UP WITH NEW TECHNOLOGIES

MANAGEMENT SUPPORT / SPONSORSHIP

DEMONSTRATING BUSINESS VALUE

MIS

GIS

INTEGRATED DATABASES

NAVIGATIONAL TOOLS