Posts Tagged ‘OGC’
The area of benefits realisation is frequently glossed over in favour of other areas of project management. During project initiation, the structure is put in place, the budget is approved and often vague benefits are documented in the business case. Once the money is spent there are little effective mechanisms in place to track how the project has impacted the organisation and so it is difficult to show how the business will release the value of its investment over time.
Managing benefits from OGC
The Office of Government and Commerce (OGC) has written an excellent document on this subject last year, outlining the background of benefit management and providing an example framework:
- role in the business case,
- benefits realisation strategy & plan,
- benefits management action plan,
- programme roles & responsibilities.
This also includes examples from Inland Revenue & CJIT (with Capgemini) and a sample Benefits Profile template: See www.ogc.gov.uk/documents/ManagingBenefitsV101.pdf
Change Program Benefits Management from DVLA
This is also an excellent example on the website from DVLA:
www.ogc.gov.uk/documents/CP0019_DVLA_Change_Program-Benefits_Management.pdf
The OGC has incorporated the benefits framework into their Prince 2 2009 and Managing Successful Programmes (MSP) products. There is a lot more emphasis on benefits in the new Prince 2 2009 course; in particular around how these need to be tracked and realised post project and how this works in a programme environment.
For current literature on the subject, Steven Jenner has produced some fine work in his book “Realising benefits from ICT – a fools errand” and he is the former Director of Criminal Justice IT programme in the UK. Link:
http://academic-publishing.org/Stephen_Jenner.htm
Benefits management is particularly important in difficult times where project funding is limited and prioritization by business benefits will need to take precedence.
Amands Symonds
Amanda has previously worked as a benefits management course facilitator for Sigma UK, in Surrey. She holds ITIL, Prince 2 and MSP certifications and is currently working as a consulting project manager for MetaPM in Melbourne, Australia (www.metapm.com.au).
Description
Combining rigour and flexibility, MSP helps all organisations – public sector and private, large and small – achieve successful outcomes from their programme management time and time again.With change a pressing reality for all organisations, successful programme management has never been more vital to success.
Organisations must respond as new processes or services are introduced, supplier relationships alter and structures adapt to market forces or legislation. At the same time, all organisations strive to achieve excellence by improving practices, offering better services, preparing more effectively for the future and encouraging innovation.
But change always creates new challenges and risks. Inevitably there will be interdependencies to manage and conflicting priorities to resolve as the organisation adapts not just to a new situation internally but to the constantly shifting world outside.
To enable organisations to manage their programmes successfully, they need a structured framework that does two things. It must acknowledge that every programme exists in its own context and demands unique interpretation. At the same time it must be universally applicable.
MSP has been developed with these two priorities in mind. Its framework allows users to consistently manage a huge variety of programmes so that they deliver quality outcomes and lasting benefits.
Fusing leadership with management best practice, MSP enables organisations to coordinate their key functions, develop a clear sense of unity and purpose and achieve the strategic cohesion necessary to drive through effective change.
Extensively updated and revised, the MSP manual reflects the latest changes and developments in best practice along with practical advice. It includes a simplified structure and new layout highlighting the guidance’s key themes.
The key changes cover: clearer distinction between programmes and projects; programmes in the context of the overall portfolio of business change; benefits realisation; governance; transformation of the business and transition to operations; stakeholders; leadership; competencies and behaviours.
Book details
Author: Stationery Office Books , Office of Government Commerce , Great Britain. Office of Government Commerce
ISBN10: 0113310404
ISBN13: 9780113310401
Klik hier om het boek te kopen bij Bol.com.
Managing Successful Programmes
Stationery Office Books & Office of Government Commerce