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The Program Benefits Management Domain

1. Program Benefits Management Introduction

Let us go through the details of the programme benefits management domain. Program Benefits management covers the managementof the provided benefits that areproduced during the various programme activities. In this section, we'll cover the programme benefits management domain phases, including some important definitions, the major artefacts of the programme benefits management domain, the major activities of the programme benefits management domain, and, in the last topic, we will highlight the major transition activities and the interaction between the programme benefits management domain and the programme lifecycle management domain.

2. Program Benefits Management Phases

As a startup, let us review what is meant by the programme output outcome and tenses. The programme output refers to any product produced by the program. Program outcome refers to the result of using the programme output, and programme benefits refer to the measurable improvement that resulted from the programme outcome. For example, in a programme to implement a Web system, the output is the Web system. The outcome is to have a customer web interface to buy the company's products, and the benefit is to have the revenue increase by 10%. Therefore, the programme benefit is measurable, which means it can be increased or decreased based on the way the programme manager manages his program. The main objective of benefit management is to realise the planned benefits and maximise them whenever possible. By definition, a benefit is an outcome of actions, behaviors, products, or services that provides utility to the sponsoring organisation as well as to the program's intended beneficiaries or stakeholders. Benefits should be quantifiable so that the full planned realisation can be measured easily. Let us look at some examples of benefits. Some benefits are easily quantifiable, like the achievement of financial objectives (15% profit increase, 25% revenue increase, etc.). And some benefits are not easy to quantify, like the reduced incidence of a health condition or disease, the improvement in employee morale, or the customer satisfaction. The nature of the programme and its defined programme roadmap influence benefit realization. The benefits may be realised all at once at the end of the program, as with public programmes for roads and dams, or they may be realised in an iterative, incremental fashion, as with the benefits of the program's projects, which produce reduced incremental results. Programs deliver benefits to the organisation by generating business value. Remember that the business value is defined as the entire value of the business, which is the total sum of all tangible and intangible elements. Tangible elements like a new medical device; intangible elements like the company reputation Looking at this chart, we can see that the programme benefits management domain has the following phases: the benefits identification, the benefits analysis and planning, the benefits delivery, the benefits transition, and the benefits sustainment. To understand the programme benefits management phases, we can say that the benefit identification phase is mainly to identify benefits that stakeholders expect to realize. The benefits analysis and planning is mainly to plan the programme benefits based on the benefits for each programme component, which includes the creation of the benefits realisation plan. The benefits delivery is to ensure that the programme delivers the expected benefits as per the realisation plan. Program benefits will be aggregated from the programme component deliverables. The benefits transition is mainly to ensure that the programme benefits are transitioned to the operational areas and can be sustained. The benefit of sustainment is to ensure that ongoing sustainment activities have been transferred to the appropriate entities. Remember that the benefit analysis and planning and benefit delivery are repeated for each programme component; that's why we have parallel branches here in the chart. As a result, the path for the programme component from benefit identification to benefit transition differs from one component to the next in this chart. Each component has its own start and end dates for the benefits delivery, which depends on the benefits analysis and planning and its scope of work. Some benefits are realised during the execution of the programme component, while others are realised at the end of the component. On the other hand, the benefit identification, the benefit transition, and the benefit sustainment are executed once at the programme level.

3. Program Benefits Management - Major Artifacts

The major artefacts for each phase in the BenefitsRealization Management domain are listed in this chart. Please note that the colour coding helpsyou in realising the artefacts for eachphase of the programme benefits management. Let us review the major artefacts of how the programme benefits management in more detail. Starting with the programme mandate, the programme and date are issued to define the strategic objectives that the programme is intended to address and the benefits that are expected to be realized. The Benefits Register is established to list all the expected benefits and to update and monitor the benefit realisation status during the programme lifecycle phases. The Benefits Realization Plan is the plan to realise all the expected benefits of the program. This plan should contain enough details about the benefits in order to monitor the benefits' realisation progress, provide a status update, take corrective actions, and have a way to transition the benefits to production. The Transition Plan is the plan created to prepare and manage the transfer of the programme benefits into production and the start-up of the operations support. The Benefits Sustainment Plan is a plan created to sustain the benefits realised in the programme delivery in order to assure the continuity of the delivered benefits even if the programme is closed. The plan also includes measures and metrics required to monitor the status of the benefits realised and help in executing the recovery when required. The business case may be required during the benefits sustainment phase to create a new project or programme to resolve the postproduction issues or recover the failures in sustaining the realised benefits. After the programme manager delivered his programme and had the benefits realised as expected, he considered his role completed. This may be true, but the Benefit Sustainment phase is a crucial phase to continue getting these benefits after the programme is closed. Therefore, the programme manager should create a strong Benefits Sustainment Plan, assure a smooth transition to the operation, and emphasise the future commitment and ownership of this Benefit Sustainment Plan. In some cases, we could see that the programme benefits are realised and the programme is closed, but a few months later, some of the benefits are lost or gone. Let us review the details of the pencil register. The benefits register consists of the name and description of the planned benefit and the mapping of the planned benefit to the programme component, which is the component responsible for realising this benefit. This should be synchronised with the programme roadmap, target dates, and milestones for the benefit achievement (person, group, or organisation responsible for delivering the benefit status or progress indicator for the benefits that may be a percentage of the benefit realisation progress), description of how to measure the benefit key performance indicators, and thresholds for evaluating the benefit achievement. The Benefits Realization Plan is a tool used to guide benefit realisation throughout the programme lifecycle. Now we will review the details of the Benefit Realization Plan. The Benefits Realization Plan consists of each benefit and its associated assumptions on how to achieve it. Component project outputs link it to the planned programme outcomes the metrics, including key performance indicators and procedures, to measure the benefits the roles and responsibilities required to manage the benefits How the resulting benefits and capabilities will be transitioned into an operational state to achieve benefits how the resulting capabilities will be transitioned to the individuals. group or organisations responsible for sustaining the benefits have a process for determining the degree to which each programme benefit is achieved before the programme is closed.

4. Program Benefits Management - Major Activities

The major activities for each phase in the benefits realisation management domain are listed in this chart. Please note that the colour code helps you visualise the activities for each phase of the benefits realisation management domain. Let us review the activities in more detail for each phase of the benefits realisation management, starting with the benefits identification phase, which is mainly to identify the benefits that stakeholders expect to realize. The major activities are defining the programme objectives and critical success factors Identify and quantify business benefits Develop key performance indicators, build processes to measure benefits, plan progress, and create the tracking and communications processes necessary to gather and report programme progress. Then. in the benefits analysis and planning phase. which is mainly to blend the programme benefits. The major activities are to establish the benefit realisation plan to guide the programme work, define the programme components, and prioritise them. Including their dependencies, define the key performance indicators and the associated quantitative measures that will be used to measure the performance of the benefitsrealization Establish the programme performance baseline to be used as an artefact for the performance measurements and to communicate the programme performance metrics to the key stakeholders. In the benefits delivery phase, which is mainly to ensure that the programme delivers the expected benefits and bears the realisation plan, The major activities are monitoring the organisational environment. Program Objectives and Benefits realisation to ensure programme alignment with the organization's objectives initiate, perform the transition, close the programme component, and manage the interdependencies evaluate programme risks and key performance indicators related to the program's financial compliance. Quality. Safety and stakeholder satisfaction Record the programme progress in the benefits register and report to the key stakeholders in the benefit transition phase. which is mainly to ensure that the programme benefits are transitioned to the appropriate entities. The major activities are to evaluate the programme and programme component performance against applicable acceptance criteria Review and evaluate the acceptance criteria applicable to the delivered components review of operational and programme process documentation, review of training and maintenance materials, and review of applicable contractual agreement assessment to determine if resulting changes have been successfully integrated. activities related to improving acceptance of resulting changes, readiness assessment and approval by the receiving entity, and disposition of all related resources The last phase is the benefits sustainment phase, which is to ensure that the ongoing sustainment activities have been transitioned to the appropriate entities. The major activities are the land-based for the operational.Financial and behavioural changes Implement the required change efforts to ensure continuity of the provided capabilities monitor the performance of the product's service capability or result from the standpoint of availability and usability monitor the continued suitability of the developed product's serviceability or result to provide the benefits expected by the customers owning and operating it, and monitor the continued availability of logistics. Support for the product service capability or resultant response to the customer's input on their needs For product service capability or results, provide on-demand support for the product service capability orresults Blending for and establishing operational support of the product, service capability, or results belong to the transition of the product or capability Support from programme management to the operations function blend the retirement and phase-out of the product or capability Develop business cases and the potential initiation of new projects or programmes to respond to operational issues. Develop business cases and the potential initiation of new projects to respond to legislative changes. Political and economic socioeconomic transformations culture shifts or logistic issues.

5. Program Benefits Management – Highlights

The programme transition is a very important phase in which to plan, implement, and ensure that the programme benefits are transitioned to the appropriate entities as smoothly as possible. Many activities are executed in this phase. Let us highlight the following processes and procedures needed in the appropriate entities to run the transition benefits, which may include new processes and procedures or updating the current existing resource capabilities needed in the appropriate entities to run the transition benefits, which may include training, coaching, second demand, and hiring the internal readiness of the main appropriate entity that will own the transition benefits the external readiness of all stakeholders affected by the realized benefits. This may include press releases or marketing campaigns for the public if the benefit will affect them. Contingency plans to recover from failures that may happen during the goal life or even after the goal life This may include failure scenarios and their contingency plans and rollback plans in case the goliath plan fails. Goliath preparations, which include activities for the three phases (pre-GoLife, GoLive, and Post-GoLife), depend on the program's sensitivity and the criticality of the benefits to be realized. The transition plan may start earlier in the program, and it may be managed as a separate programme component. The programme benefits management domain is executed during the programme lifecycle management domain. Mapping the phases from the first domain to the second domain will help to understand when the programme benefits management activities are executed and when the artefacts are created with respect to the programme lifecycle management domain. The timing relationship between programme lifecycle management and benefits realization management is depicted in this diagram. You can notice the following from this chart: benefits identification started during the programme formulation phase and continued during the programme preparation phase. Benefits analysis and planning started during programme preparation and continued in the programme benefits delivery phase. Benefits delivery started and ended during the programme benefits delivery phase. Benefits transition started in the component transition and closure subphase and ended during the programme transition sub fees. Benefits started during the programme close out sub fees and continued even after the programme was closed. That's why it continued outside the programme boundary.

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