BCS Benefits Planning and Realisation

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

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