Benefit Mapping in Change Programs - Revision history

Nicoline Hvidt: /* Limitations */

2019-03-20T21:21:49Z

Limitations

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	==Limitations==		==Limitations==
	As stated, the benefit map is considered ~~a great~~ tool, however, it also has limitations.		As stated, the benefit map is considered an important and powerful tool, however, it also has limitations.
	First of all, the benefit map can quickly be too complex, if ~~the detail level becomes~~ too ~~high~~. If this happens, it is difficult to maneuver in the map and get the desired overview.		First of all, the benefit map can quickly be too complex, if too many details are included. If this happens, it is difficult to maneuver in the map and get the desired overview. In addition, it can be a very large assignment to administrate the benefit map throughout the program, making sure it is updated with the latest agreements etc. If the map is not updated continuously, it quickly loses its value, as it will not represent the current execution of the program, thus, it is important to consider this in resource planning and establishment of program management team.
	Another challenge is the fact that a benefit map is an additional tool to a comprehensive process, and too many tools, . If one or more of the program management team members does not see the value of the tool, it can quickly create resistance towards the tool, not using it properly, thus, not getting the desired value.		Another challenge is the fact that a benefit map is an additional tool to a comprehensive set of program management tools. If one or more of the program management team members does not see the purpose of the tool, and creates a resistance towards it, not wanting to use the acquired resources on using it properly, the tool will quickly lose the value.
	~~Last~~, it can be a very large assignment to administrate the benefit map throughout the program, making sure it is updated with the latest agreements etc. If the map is not updated continuously, it quickly loses its value, as it will not represent the current execution of the program, thus, it is important to consider this in resource planning and establishment of program management team.		Last, it is important to note that the tool should be supported by theories, practices and additional tools, from both program management and change management - it does not provide a foundation for detailed planning, documentation, data monitoring, management styles in project execution etc., however, it is likely to generate relevant discussions concerning the different program elements as well as their integration.

	==Suggested Reading==		==Suggested Reading==

Nicoline Hvidt: /* Benefit Map */

2019-03-20T21:03:24Z

Benefit Map

← Older revision		Revision as of 21:03, 20 March 2019
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	==Benefit Map==		==Benefit Map==
	A benefit map is a visual overview of identified benefits and their connection concrete deliverables. There exists different versions of the tool, Gojko Adzic suggests the following elements should be present: “Strategic Objective”, “Benefits”, “Business Change”, and “Enabler” <ref name="gojko"> Gojko, Adzic "Impact Mapping"(2012)</ref>. Rytter, Lind and Svejvig propose a version with five elements: “Purpose”, “Benefits”, “New behaviour”, “New Competences”, and “Project deliverables” <ref name="Rytter"> Rytter, Rasmus; et.al "Gevinstrealisering: Skab mere værdi i dine projekter"(2018)</ref>. There is a clear resemblance between the two mentioned versions and they both have the objective of increasing the insights from the why to the how of the program or project <ref name="gojko" /> <ref name="Rytter" />. Thus, the tool focuses on one of the factors making a change program highly uncertain presented ~~previously~~ (fig. 3) and can be used to decrease or address program uncertainty. This article will use the version proposed by Rytter et. al. presented in the book Benefit Realization: Create more value in your projects <ref name="Rytter" />. The model is seen at figure 10:		A benefit map is a visual overview of identified benefits and their connection to concrete deliverables. There exists different versions of the tool, Gojko Adzic suggests the following elements should be present: “Strategic Objective”, “Benefits”, “Business Change”, and “Enabler” <ref name="gojko"> Gojko, Adzic "Impact Mapping"(2012)</ref>. Rytter, Lind and Svejvig propose a version with five elements: “Purpose”, “Benefits”, “New behaviour”, “New Competences”, and “Project deliverables” <ref name="Rytter"> Rytter, Rasmus; et.al "Gevinstrealisering: Skab mere værdi i dine projekter"(2018)</ref>. There is a clear resemblance between the two mentioned versions and they both have the objective of increasing the insights from the "why" to the "how" of the program or project <ref name="gojko" /> <ref name="Rytter" />. Thus, the tool focuses on one of the factors making a change program highly uncertain presented earlier (fig. 3) and can be used to decrease or address program uncertainty, by increasing the understanding of the relationship between deliverables and program purpose. This article will use the version proposed by Rytter et. al. presented in the book Benefit Realization: Create more value in your projects <ref name="Rytter" />. The model is seen at figure 10:

	[[File:Benefit_map.png\|1000px]]		[[File:Benefit_map.png\|1000px]]
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	''Figure 10: Benefit Map (redrawn from <ref> Rytter, Rasmus; et.al "Gevinstrealisering: Skab mere værdi i dine projekter page 49" (2018)</ref>)''		''Figure 10: Benefit Map (redrawn from <ref> Rytter, Rasmus; et.al "Gevinstrealisering: Skab mere værdi i dine projekter page 49" (2018)</ref>)''

	Zooming in on benefits, it is seen that the area is larger than the others, do to the fact that it is suggested to divide benefits into two categories “Performance Benefits” ie. 10% less complaints and “End Benefits” ie. reduced staffing resulting in a yearly cost reduction of 200.000 <ref name="rytter53"> Rytter, Rasmus; et.al "Gevinstrealisering: Skab mere værdi i dine projekter page 49" (2018)</ref>. It is also seen that negative benefits are also addressed, this should ~~also~~ be considered on a high level scale~~, and~~ could include for example loss in performance <ref name="rytter53" />		Zooming in on benefits, it is seen that the area is larger than the others, due to the fact that it is suggested to divide benefits into two categories “Performance Benefits” ie. 10% less complaints and “End Benefits” ie. reduced staffing resulting in a yearly cost reduction of 200.000 <ref name="rytter53"> Rytter, Rasmus; et.al "Gevinstrealisering: Skab mere værdi i dine projekter page 49" (2018)</ref>. It is also seen that negative benefits are also addressed, this is often neglected but should be considered on a high level scale. This could include for example loss in performance <ref name="rytter53" />

	===The Tool===		===The Tool===
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	* Is used for the control of scope		* Is used for the control of scope

	Looking closer at the model, it is seen that it directly mentions the change in ~~behaviour~~ that is demanded to achieve desired benefits~~, this~~ makes it highly relevant to use in ~~auspices of~~ Change Management, as implementation of new ~~behaviour~~ is, as stated earlier, a crucial success criteria within this field. Rytter et.al. suggests that training of employees in new processes, tools, systems etc. is done in order to establish new competences, thus a link between “deliverables” and “competences”, and that change management practices are in focus when the new competencies are becoming new behaviour <ref> Rytter, Rasmus; et.al "Gevinstrealisering: Skab mere værdi i dine projekter page 51" (2018)</ref>.		Looking closer at the model, it is seen that it directly mentions the change in behavior that is demanded to achieve desired benefits. This makes it highly relevant to use in relation to Change Management, as implementation of new behavior is, as stated earlier, a crucial success criteria within this field. Rytter et.al. suggests that training of employees in new processes, tools, systems etc. is done in order to establish new competences, thus a link between “deliverables” and “competences”, and that change management practices are in focus when the new competencies are becoming new behaviour <ref> Rytter, Rasmus; et.al "Gevinstrealisering: Skab mere værdi i dine projekter page 51" (2018)</ref>.

	The benefit map is considered very beneficial to use in relation to change programs <ref>Thomas, Steven "Benefit Map: Impact Mapping for Programme Managers"(2013)</ref>, as it makes it clear what is needed, how it is achieved and why it should be done.

	===The Tool in Practice===		===The Tool in Practice===
	The benefit map can be used for multiple purposes and is often not created in one go <ref name="Rytter" /> Taking ~~a standing point~~ in change programs, the practice of how to use a benefit map is explained in the following. Its usage is divided into three main categories: Program Establishment, Communication, and Program Control.		The benefit map can be used for multiple purposes and is often not created in one go <ref name="Rytter" /> Taking an outset in change programs, the practice of how to use a benefit map is explained in the following. Its usage is divided into three main categories: Program Establishment, Communication, and Program Control.
	Based on the nature of the map, it should ultimately be owned by the program sponsor, however the facilitation can be delegated to a member of the steering-group (program management team) <ref name="rytter55-65"> Rytter, Rasmus; et. al. "Gevinstrealisering: Sådan skaber du mere værdi i dine projekter page 55-60"(2018) </ref>.		Based on the nature of the map, it should ultimately be owned by the program sponsor, however the facilitation can be delegated to a member of the steering-group (program management team) <ref name="rytter55-65"> Rytter, Rasmus; et. al. "Gevinstrealisering: Sådan skaber du mere værdi i dine projekter page 55-60"(2018) </ref>.

	====Program Establishment====		====Program Establishment====
	In the program establishment, the program management are responsible for identifying the desired benefits, and create an overall plan on how to achieve these.		In the program establishment, the program management are responsible for identifying the desired benefits, and create an overall plan for how to achieve these.
	The first version of the map is created by having a workshop with the program management and key stakeholders. Starting from Purpose, and then going from right to left, breaking down one element at the time and placing findings on the map, thereby, creating a complete overview of the program. This can be used directly in the making of the first version program plan, and address the program integration, through the discussion of each connection. <ref name="rytter55-65" />.		The first version of the map is created by having a workshop with the program management and key stakeholders. Starting from Purpose, and then going from right to left, breaking down one element at the time and placing findings on the map, thereby, creating a complete overview of the program. This can be used directly in the making of the first version program plan, and address the program integration, through the discussion of each connection. <ref name="rytter55-65" />.
	In addition it is used to define ownership and delegate responsibilities, which as stated is an important part of creating the program framework <ref name="ISO" />.		In addition it is used to define ownership and delegate responsibilities, which as stated is an important part of creating the program framework <ref name="ISO" />.
	This process helps decreasing the uncertainty of a change program as it qualifies and define the program components based on a very thorough examination of their direct impact.		This process helps decreasing the uncertainty of a change program as it qualifies and define the program components based on a very thorough examination of their direct impact. In addition, it helps creating a strong sense of purpose among the program management team members, as it is visualized how the future work is directly linked to the benefits and ultimately to the purpose.

	====Communication====		====Communication====
	When the benefit map is created, it can be used as a central part of the communication strategy throughout the organization. Program managers who has a deep insight should explain the content to project managers. Here, it should also be considered to delegate concrete responsibilities, that can be managed by project managers, in order to ensure the right amount of empowerment, thus, motivation <ref> Sarkissian, Alfred "How does Empowerment Affect an Employee's Motivation & Performance?" Link: https://smallbusiness.chron.com/empowerment-affect-employees-motivation-performance-64535.html last visited: 20/3 2019) </ref>		When the benefit map is created, it can be used as a central part of the communication strategy throughout the organization. Program managers who has a deep insight should explain the content to project managers. Here, it should also be considered to delegate concrete responsibilities, that can be managed by project managers, in order to ensure the right amount of empowerment, thus, motivation <ref> Sarkissian, Alfred "How does Empowerment Affect an Employee's Motivation & Performance?" Link: https://smallbusiness.chron.com/empowerment-affect-employees-motivation-performance-64535.html last visited: 20/3 2019) </ref>.
	The explanation of concrete behavior should, according to Münster, ensure a high chance of people changing their behavior, as it is transparent and easy for the brain to ~~know~~ how to do what and why it should be done, leading a decrease in resistance. Thus, the benefit map can be used to decrease the number of people issues through the change process <ref> Münster, Morten "Jytte fra Marketing er desværre gået for i dag page 29-31" (2017) </ref>.		The explanation of concrete behavior should, according to Münster, ensure a high chance of people changing their behavior, as it is transparent and easy for the brain to understand how to do what and why it should be done, leading a decrease in resistance. Thus, the benefit map can be used to decrease the number of people issues through the change process <ref> Münster, Morten "Jytte fra Marketing er desværre gået for i dag page 29-31" (2017) </ref>.

	====Program Control====		====Program Control====
	Throughout a program life-cycle change should be implemented accordingly <ref name="lecture" />. ~~The~~ benefit map is ~~here~~ used in order to ensure that the changes does not result in a scope creep but are aligned with the program purpose, by adding/removing elements to the map and draw the new connection ~~with the~~ new knowledge. Thus, the benefit map can be used to incorporate and analyze learning through the change process.		Throughout a program life-cycle change should be implemented accordingly <ref name="lecture" />. Here, the benefit map is used in order to ensure that the changes does not result in a scope creep but are aligned with the program purpose, by adding/removing elements to the map and draw the new connection based on new knowledge. Thus, the benefit map can be used to incorporate and analyze learning through the change process.
	In addition, it can be used to monitor if the different program components are delivering as expected and if not, the chain can be investigated in order to identify why a part of the program is not performing <ref name="rytter55-65" />. Thus, it can help in the process of adjusting the elements in figure 8.		In addition, it can be used to monitor if the different program components are delivering as expected and if not, the chain can be investigated in order to identify why a part of the program is not performing <ref name="rytter55-65" />. Thus, it can help in the process of adjusting the elements in figure 8.
	The program management team should continuously revisit and evaluate on the benefit map, at pre-planned scheduled meetings~~, the frequence~~ should be determined by the complexity and uncertainty of the program.		The program management team should continuously revisit and evaluate on the benefit map, at pre-planned scheduled meetings. The frequency should be determined by the complexity and uncertainty of the program.

	==Limitations==		==Limitations==

Nicoline Hvidt: /* Program Management */

2019-03-20T19:44:35Z

Program Management

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	The initiating work lays the foundation for the entire program, and it is crucial that this is done properly. However, it is also important to know, that during the lifecycle of the program, changes should create value. In relation to programs change management “is proactive and adaptive to focus program on an evolving understanding of benefits, capabilities and environment” <ref name="lecture" />.		The initiating work lays the foundation for the entire program, and it is crucial that this is done properly. However, it is also important to know, that during the lifecycle of the program, changes should create value. In relation to programs change management “is proactive and adaptive to focus program on an evolving understanding of benefits, capabilities and environment” <ref name="lecture" />.

	As a program consists of many components, involves a lot of stakeholders throughout the organization, it is often a complex process, and it is crucial that the program management are able to integrate different elements of the program. On figure 6, it is seen what areas should be involved in program integration.		As a program consists of many components and involves a lot of stakeholders throughout the organization, it is often a complex process, and it is crucial that the program management are able to integrate different elements of the program. On figure 6, it is seen what areas should be involved in program integration.

	[[File:Program_integration.png\|700px]]		[[File:Program_integration.png\|700px]]
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	In order to ensure continuous integration, the areas above should be managed throughout the program existence, however, it is important to have a exhaustive overview before the execution of the program begins, this will be discussed in the last part of this article.		In order to ensure continuous integration, the areas above should be managed throughout the program existence, however, it is important to have a exhaustive overview before the execution of the program begins, this will be discussed in the last part of this article.

	When ~~execution~~ a program, general practices across program components should be established. Examples of areas such practices may cover are: Risk and Issue Management, Quality Management and, Schedule Management .		When executing a program, general practices across program components should be established. Examples of areas such practices may cover are: Risk and Issue Management, Quality Management and, Schedule Management .
	When approaching finalization a formal closure procedure is needed. This should verify and archive different elements of the program components. It also ~~include~~ the verification that the program benefits have been realized or transferred <ref name="ISO" />.		When approaching finalization a formal closure procedure is needed. This should verify and archive different elements of the program components. It also includes the verification that the program benefits have been realized or transferred <ref name="ISO" />.

	There exists many possible factors that can affect the success of the program. However, based on information provided in this section two main causes can be identified:		There exists many possible factors that can affect the success of the program. However, based on information provided in this section two main causes can be identified:

Nicoline Hvidt: /* Change Management */

2019-03-20T19:40:53Z

Change Management

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	''Figure 2: The Change Management Process (redrawn from <ref> Hayes, John ''The Theory and Practice of Change Management, page 2'', (2018) </ref>)''		''Figure 2: The Change Management Process (redrawn from <ref> Hayes, John ''The Theory and Practice of Change Management, page 2'', (2018) </ref>)''

	Within each step there are a number of theories and practices that can be used in order to succeed with the individual step <ref name="change" > Hayes, John ''The Theory and Practice of Change Management'', (2018) </ref>, these both contain management of soft issues here meant as the culture and change willingness of the people involved and the hard issues understood as the capabilities of executing new behavior.		Within each step there are a number of theories and practices that can be used in order to succeed with the individual step <ref name="change" > Hayes, John ''The Theory and Practice of Change Management'', (2018) </ref>, these both contain management of soft issues here meant as the culture and change willingness of the people involved, and the hard issues understood as the capabilities of executing new behavior.
	However, even with a large theoretical toolbox within change management, the degree of uncertainty is considered very high. According to Ollson and Attrup <ref> Ollson, John Ryding; Attrup, Mette Lindgaard ''Power in Projects, Programs, and Portfolios'', (2015) </ref> a project concerning organizational change, is the project type with highest uncertainty due to two factors: Lack of clear definition of deliverables from start-up and low degree of structure and standardization, the scale can be seen at figure 3. As change programs consists of change projects and components, it is assumed that the logic can be used on programs as well.		However, even with a large theoretical toolbox within change management, the degree of uncertainty is considered very high. According to Ollson and Attrup <ref> Ollson, John Ryding; Attrup, Mette Lindgaard ''Power in Projects, Programs, and Portfolios'', (2015) </ref> a project concerning organizational change, is the project type with highest uncertainty due to two factors: Lack of clear definition of deliverables from start-up and low degree of structure and standardization, the scale can be seen at figure 3. As change programs consists of change projects and components, it is assumed that the logic can be used on programs as well.

Nicoline Hvidt: /* Change Programs */

2019-03-20T19:39:41Z

Change Programs

← Older revision		Revision as of 19:39, 20 March 2019
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	* Large Cost Cutting/ Restructuring		* Large Cost Cutting/ Restructuring

	All of the above have in common, that the goal is to realize a certain benefit, and that to succeed, the organization must change how they work. Thus, the result of the program depends deeply on the program managements capability to ensure that the future way of working realizes the benefit ~~thereby~~ aligning the operation of the company with the strategy. In this section, the context of Change Management and Program Management are established, in addition some challenges of succeeding with change programs are investigated.		All of the above have in common, that the goal is to realize a certain benefit, and that to succeed, the organization must change how they work. Thus, the result of the program depends deeply on the program managements capability to ensure that the future way of working realizes the benefit. Thus aligning the operation of the company with the strategy. In this section, the context of Change Management and Program Management are established, in addition some challenges of succeeding with change programs are investigated.

	===Change Management===		===Change Management===

Nicoline Hvidt: /* Change Programs */

2019-03-20T19:36:36Z

Change Programs

← Older revision		Revision as of 19:36, 20 March 2019
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	==Change Programs==		==Change Programs==
	The Project Management Institute states that “Organizations employs program management to improve their abilities to deliver benefits.”<ref name="PMI15"> PMI ''Program Management: The Standard for Program Management p.15 (2017)'' </ref>. In addition they suggest that in commercial organizations, these benefits would most often relate to business value which can both be tangible such as financial KPI’s and non-tangible such as brand recognition <ref name="PMI15" />. There are many ways to achieve desired benefits, which creates the ground for different types of programs, one of them being organizational change programs <ref name="lecture"> Oehmen, Josef, ''Advanced Engineering Project, Program, and Portfolio Management: Introduction to Program Management Part 1'', (2019) </ref>. A change program focuses on optimizing functionality of the organization and should have the purpose to “realize benefits, which are aligned to strategic and operational objectives, that may not be realized when components are managed individually. The ~~programme~~ may also improve efficiency, reduce threats and realize ~~opportunity”~~ <ref name="ISO"> DS/ISO, ''Standard 21503'', (2017) </ref>. Concrete examples are:		The Project Management Institute states that “Organizations employs program management to improve their abilities to deliver benefits.”<ref name="PMI15"> PMI ''Program Management: The Standard for Program Management p.15 (2017)'' </ref>. In addition they suggest that in commercial organizations, these benefits would most often relate to business value which can both be tangible such as financial KPI’s and non-tangible such as brand recognition <ref name="PMI15" />. There are many ways to achieve desired benefits, which creates the ground for different types of programs, one of them being organizational change programs <ref name="lecture"> Oehmen, Josef, ''Advanced Engineering Project, Program, and Portfolio Management: Introduction to Program Management Part 1'', (2019) </ref>. A change program focuses on optimizing functionality of the organization and should have the purpose to “realize benefits, which are aligned to strategic and operational objectives, that may not be realized when components are managed individually. The program may also improve efficiency, reduce threats and realize opportunities” <ref name="ISO"> DS/ISO, ''Standard 21503'', (2017) </ref>. Concrete examples are:

	* Agile transformation (going from working waterfall to agile)		* Agile transformation (going from working waterfall to agile)

Nicoline Hvidt: /* Abstract */

2019-03-20T19:35:29Z

Abstract

← Older revision		Revision as of 19:35, 20 March 2019
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	==Abstract==		==Abstract==
	In order to stay competitive organizations must recognize and act upon the fact that they need to change and adapt to changing environments and fast-moving markets <ref> Divert, Henriette; Kræmmer, Michael ''Change and Effect: Five Principles for Implementing Real Organizational Change'', p.2, (2017)</ref>.		In order to stay competitive, organizations must recognize and act upon the fact that they need to change and adapt to changing environments and fast-moving markets <ref> Divert, Henriette; Kræmmer, Michael ''Change and Effect: Five Principles for Implementing Real Organizational Change'', p.2, (2017)</ref>.

	When a company is going through a change process, the desired direction is steered by the company strategy that is defined by the senior management <ref> Geraldi, Joana; Thuesen, Christian; Oehmen, Josef; Stingl, Verena ''How to Do Projects, p. 61'', (2017) </ref>. The strategy and priorities are the ground for the portfolio that have a purpose to achieve a number benefits that will put the company in a preferably position in the future <ref> PMI, ''Program Management: The Standard for Program Management p.12'', (2017) </ref>. This article focuses on benefits related to organizational change, meaning changes where the purpose is to transform how the company is functioning order to be more efficient, effective or both. These benefits can be achieved by executing a change program, which consist of a number of program components that have the purpose to enable the desired organizational change when combined.		When a company is going through a change process, the desired direction is steered by the company strategy that is defined by the senior management <ref> Geraldi, Joana; Thuesen, Christian; Oehmen, Josef; Stingl, Verena ''How to Do Projects, p. 61'', (2017) </ref>. The strategy and priorities are the ground for the portfolio that have a purpose to achieve a number of benefits that will put the company in a preferably position in the future <ref> PMI, ''Program Management: The Standard for Program Management p.12'', (2017) </ref>. This article focuses on benefits related to organizational change, meaning changes where the purpose is to transform how the company is functioning in order to be more efficient, effective or both. These benefits can be achieved by executing a change program, which consist of a number of program components that have the purpose to enable the desired organizational change when combined.

	No matter what level of change a company strives for, it will demand people changing the way they work <ref> Lawson, Emily Price,''The Psychology of Change Management'', (2003) </ref>. thus, a change in human behavior. This makes it highly important for an organization to understand the different levels of impact of the change being initiated, so it can be translated and communicated to all relevant stakeholders, in a way that ensures a successful implementation <ref> Münster, Morten, ''Jytte fra marketing er desværre gået for i dag, p.15-16'', (2017) </ref>. However, “a general view states that up to 60 percent of change programs fail to achieve the targeted outcomes” <ref> Hayes, John, ''The Theory and Practice of Change Management'', p.4 (2018) </ref> this indicates, that organizations lack the capability of driving the change successfully.		No matter what level of change a company strives for, it will demand people changing the way they work <ref> Lawson, Emily Price,''The Psychology of Change Management'', (2003) </ref>. thus, a change in human behavior. This makes it highly important for an organization to understand the different levels of impact of the change being initiated, so it can be translated and communicated to all relevant stakeholders, in a way that ensures a successful implementation <ref> Münster, Morten, ''Jytte fra marketing er desværre gået for i dag, p.15-16'', (2017) </ref>. However, “a general view states that up to 60 percent of change programs fail to achieve the targeted outcomes” <ref> Hayes, John, ''The Theory and Practice of Change Management'', p.4 (2018) </ref> this indicates, that organizations lack the capability of driving the change successfully.

Nicoline Hvidt: /* Program Control */

2019-03-20T19:34:10Z

Program Control

← Older revision		Revision as of 19:34, 20 March 2019
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	====Program Control====		====Program Control====
	Throughout a program life-cycle change should be implemented accordingly <ref name="lecture" />. The benefit map is here used in order to ensure that the changes does not result in a scope creep but are aligned with the program purpose, by adding/removing elements to the map and draw the new connection with the new knowledge. Thus, the benefit map can be used to incorporate and analyze learning through the change process.		Throughout a program life-cycle change should be implemented accordingly <ref name="lecture" />. The benefit map is here used in order to ensure that the changes does not result in a scope creep but are aligned with the program purpose, by adding/removing elements to the map and draw the new connection with the new knowledge. Thus, the benefit map can be used to incorporate and analyze learning through the change process.
	In addition, it can be used to monitor if the different program components are delivering as expected and if not, the chain can be investigated in order to identify why a part of the program is not performing <ref name="rytter55-65" />. Thus, it can help in the process of adjusting the elements in figure 9.		In addition, it can be used to monitor if the different program components are delivering as expected and if not, the chain can be investigated in order to identify why a part of the program is not performing <ref name="rytter55-65" />. Thus, it can help in the process of adjusting the elements in figure 8.
	The program management team should continuously revisit and evaluate on the benefit map, at pre-planned scheduled meetings, the frequence should be determined by the complexity and uncertainty of the program.		The program management team should continuously revisit and evaluate on the benefit map, at pre-planned scheduled meetings, the frequence should be determined by the complexity and uncertainty of the program.

Nicoline Hvidt: /* Program Control */

2019-03-20T19:33:45Z

Program Control

← Older revision		Revision as of 19:33, 20 March 2019
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	====Program Control====		====Program Control====
	Throughout a program life-cycle change should be implemented accordingly <ref name="lecture" />. The benefit map is here used in order to ensure that the changes does not result in a scope creep but are aligned with the program purpose, by adding/removing elements to the map and draw the new connection with the new knowledge. Thus, the benefit map can be used to incorporate and analyze learning through the change process.		Throughout a program life-cycle change should be implemented accordingly <ref name="lecture" />. The benefit map is here used in order to ensure that the changes does not result in a scope creep but are aligned with the program purpose, by adding/removing elements to the map and draw the new connection with the new knowledge. Thus, the benefit map can be used to incorporate and analyze learning through the change process.
	In addition, it can be used to monitor if the different program components are delivering as expected and if not, the chain can be investigated in order to identify why a part of the program is not performing.		In addition, it can be used to monitor if the different program components are delivering as expected and if not, the chain can be investigated in order to identify why a part of the program is not performing <ref name="rytter55-65" />. Thus, it can help in the process of adjusting the elements in figure 9.
	The program management team should continuously revisit and evaluate on the benefit map, at pre-planned scheduled meetings, the frequence should be determined by the complexity and uncertainty of the program ~~<ref name="rytter55-65" />~~.		The program management team should continuously revisit and evaluate on the benefit map, at pre-planned scheduled meetings, the frequence should be determined by the complexity and uncertainty of the program.

	==Limitations==		==Limitations==

Nicoline Hvidt: /* Benefit Realization */

2019-03-20T19:29:39Z

Benefit Realization

← Older revision		Revision as of 19:29, 20 March 2019
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	==Benefit Realization==		==Benefit Realization==
	The realization of benefits is a central part of every program, and benefit management is also mentioned as an independent element in the ISO 5305 (12) and the PMI Standard for Program Management (7). Project Management Institute’s pulse of the profession In-depth report on benefits (14), ~~it is stated~~ that “Organizations with high BRM (Benefit Realization Management) maturity see an average of 50% more projects meeting original goals and business intent” (14). This is based on answers from over one thousand project management professionals in various industries, indicating that using the methodology enhances the success rate significant.		The realization of benefits is a central part of every program, and benefit management is also mentioned as an independent element in the ISO 5305 (12) and the PMI Standard for Program Management (7). Project Management Institute’s pulse of the profession In-depth report on benefits (14), states that “Organizations with high BRM (Benefit Realization Management) maturity see an average of 50% more projects meeting original goals and business intent” (14). This is based on answers from over one thousand project management professionals in various industries, indicating that using the methodology enhances the success rate significant.
	Thus, it is considered highly important for an organization to be able to apply a process to enhance the chance of realizing the desired benefits.		Thus, it is considered highly important for an organization to be able to apply a process to enhance the chance of realizing the desired benefits.

	===Benefits===		===Benefits===
	A benefit can be defined as “gains and assets realized by the organization and other stakeholders as the result of outcomes delivered by the program” <ref> PMI; et. al. ''Program Management: The Standard for Program Management page 44'' (2017) </ref>. As stated earlier benefits can both be tangible and intangible, in addition it was concluded that change programs was uncertain partly due to the fact, that it is difficult to identify what should be delivered in order to create the desired ~~change~~. Rytter et. al. agree with these points <ref> Rytter, Rasmus; et. al. ''Gevinstrealisering: Skab mere værdi i dine projekter page 78'' (2018) </ref>. They suggests that benefits should be estimated in order to evaluate them in relation to the business case <ref name="Rytter86"> Rytter, Rasmus; et. al. ''Gevinstrealisering: Skab mere værdi i dine projekter page 86'' (2018) </ref>. Thus, benefits should be divided into 4 categories depending on their traceability and quantifiability. This is illustrated on figure 7:		A benefit can be defined as “gains and assets realized by the organization and other stakeholders as the result of outcomes delivered by the program” <ref> PMI; et. al. ''Program Management: The Standard for Program Management page 44'' (2017) </ref>. As stated earlier benefits can both be tangible and intangible, in addition it was concluded that change programs was uncertain partly due to the fact, that it is difficult to identify what should be delivered in order to create the right change, thus realize desired benefits. Rytter et. al. agree with these points <ref> Rytter, Rasmus; et. al. ''Gevinstrealisering: Skab mere værdi i dine projekter page 78'' (2018) </ref>. They suggests that benefits should be estimated in order to evaluate them in relation to the business case <ref name="Rytter86"> Rytter, Rasmus; et. al. ''Gevinstrealisering: Skab mere værdi i dine projekter page 86'' (2018) </ref>. Thus, benefits should be divided into 4 categories depending on their traceability and quantifiability. This is illustrated on figure 7:

	[[File:Benefit_categories.png\|500px]]		[[File:Benefit_categories.png\|500px]]