Benefit map analysis - Revision history

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	Benefit Management Course Material gives an insight into the basics of Benefits Management and is meant for the preparation of a C4CM™ qualifications. It is meant as a starting point providing a basic framework for realisation management. The structure of the document is a five step process for Benefits Management in organisational change, describing how these steps are continuous through the lifecycle of a project or a programme. The main points described are the importance of regular reviews on the identified benefits and reassessment of achieving them in regards to new information.		Benefit Management Course Material gives an insight into the basics of Benefits Management and is meant for the preparation of a C4CM™ qualifications. It is meant as a starting point providing a basic framework for realisation management. The structure of the document is a five step process for Benefits Management in organisational change, describing how these steps are continuous through the lifecycle of a project or a programme. The main points described are the importance of regular reviews on the identified benefits and reassessment of achieving them in regards to new information.

			'''Melton, T. (2008) Project Benefits Management: Linking projects to the business, Benefits Concept. Butterworth-Heinemann'''

			This chapter goes in a comprehensive way over the benefits concept. Starting by its development, that is what activities are needed to develop the benefits and how these activities help with the understanding of project benefits. The highlighted activities are the mapping and measurements of benefits, stakeholder management and benefits realisation. After reading through this document, the reader will get a more complete overview of how benefits mapping will support the business case and how to make use of it.

	=References=		=References=

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			'''Sierra, C. & Kunc, M. (2015) Benefits Realisation Management and its influence on project success and on the execution of business strategies, Volume 33, Issue 1.'''

			The science article presents the results from a survey that explored the impact of Benefit Realisation Management (BRM) practices on project success rate. The survey was presented to practitioners in Brazil, the United Kingdom and United States. The result of the survey was used to investigate how effective it is to make use of BRM practices. Covering the theoretical background and research methodology, the outcome of the research presented the utilization of BRM practices in a positive light when it comes to project success.

	'''The Centre for Change Management. (2011) Benefits Management Course Material.'''		'''The Centre for Change Management. (2011) Benefits Management Course Material.'''
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	=References=		=References=

	<references>		<references>

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	=Limitations=		=Limitations=

	How well the benefit map is executed is dependant on how qualified the members contributing to it are. It takes a skilled manager to provide, for example, the appropriate key stakeholders to participate in the benefit map workshop. The failure of having the right people participating can possibly lead to important benefits being overlooked, there is also a tendency to encounter an optimism bias when it comes to identifying benefits to justify the purpose of the project or program. The advantage of having a one page overview can easily turn into a disadvantage when the limited space available makes it necessary to rationalise important information that should be included.<ref name="C4CM"/><ref name="~~Melton~~"/>		How well the benefit map is executed is dependant on how qualified the members contributing to it are. It takes a skilled manager to provide, for example, the appropriate key stakeholders to participate in the benefit map workshop. The failure of having the right people participating can possibly lead to important benefits being overlooked, there is also a tendency to encounter an optimism bias when it comes to identifying benefits to justify the purpose of the project or program. The advantage of having a one page overview can easily turn into a disadvantage when the limited space available makes it necessary to rationalise important information that should be included.<ref name="C4CM"/><ref name="Melton1"/>

	=Utilisation of the Benefits Map=		=Utilisation of the Benefits Map=
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	<ref name="APM">Association for Project Management. (2017) Benefits Management. https://www.apm.org.uk/body-of-knowledge/delivery/scope-management/benefits-management/</ref>		<ref name="APM">Association for Project Management. (2017) Benefits Management. https://www.apm.org.uk/body-of-knowledge/delivery/scope-management/benefits-management/</ref>

	<ref name="~~Melton~~">Melton, T. (2008) Project Benefits Management: Linking projects to the business, ''Benefits Concept''. Butterworth-Heinemann</ref>		<ref name="Melton1">Melton, T. (2008) Project Benefits Management: Linking projects to the business, ''Benefits Concept''. Butterworth-Heinemann</ref>

	</references>		</references>

S161269 at 09:30, 2 October 2017

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	=Limitations=		=Limitations=

	How well the benefit map is executed is dependant on how qualified the members contributing to it are. It takes a skilled manager to provide, for example, the appropriate key stakeholders to participate in the benefit map workshop. The failure of having the right people participating can possibly lead to important benefits being overlooked, there is also a tendency to encounter an optimism bias when it comes to identifying benefits to justify the purpose of the project or program. The advantage of having a one page overview can easily turn into a disadvantage when the limited space available makes it necessary to rationalise important information that should be included.<ref name="C4CM"/>		How well the benefit map is executed is dependant on how qualified the members contributing to it are. It takes a skilled manager to provide, for example, the appropriate key stakeholders to participate in the benefit map workshop. The failure of having the right people participating can possibly lead to important benefits being overlooked, there is also a tendency to encounter an optimism bias when it comes to identifying benefits to justify the purpose of the project or program. The advantage of having a one page overview can easily turn into a disadvantage when the limited space available makes it necessary to rationalise important information that should be included.<ref name="C4CM"/><ref name="Melton"/>

	=Utilisation of the Benefits Map=		=Utilisation of the Benefits Map=
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	<ref name="APM">Association for Project Management. (2017) Benefits Management. https://www.apm.org.uk/body-of-knowledge/delivery/scope-management/benefits-management/</ref>		<ref name="APM">Association for Project Management. (2017) Benefits Management. https://www.apm.org.uk/body-of-knowledge/delivery/scope-management/benefits-management/</ref>

	<ref name="~~APM~~">Melton, T. (2008) Project Benefits Management: Linking projects to the business, ''Benefits Concept''. Butterworth-Heinemann</ref>		<ref name="Melton">Melton, T. (2008) Project Benefits Management: Linking projects to the business, ''Benefits Concept''. Butterworth-Heinemann</ref>

	</references>		</references>

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References

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	<ref name="APM">Association for Project Management. (2017) Benefits Management. https://www.apm.org.uk/body-of-knowledge/delivery/scope-management/benefits-management/</ref>		<ref name="APM">Association for Project Management. (2017) Benefits Management. https://www.apm.org.uk/body-of-knowledge/delivery/scope-management/benefits-management/</ref>

			<ref name="APM">Melton, T. (2008) Project Benefits Management: Linking projects to the business, ''Benefits Concept''. Butterworth-Heinemann</ref>

	</references>		</references>

S161269: /* Utilisation of the Benefits Map */

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Utilisation of the Benefits Map

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	The benefit map for a particular business case has been made after a thorough benefit workshop was carried out, but what now? It has been made clear with the map what expected benefits will support the particular organisational goal presented and now is the time to make use of the gathered information. First the organisation needs to determine if the findings are such that it is worth continuing with the business case or whether it is unlikely to be successful and therefore to much of a risk to continue with.		The benefit map for a particular business case has been made after a thorough benefit workshop was carried out, but what now? It has been made clear with the map what expected benefits will support the particular organisational goal presented and now is the time to make use of the gathered information. First the organisation needs to determine if the findings are such that it is worth continuing with the business case or whether it is unlikely to be successful and therefore to much of a risk to continue with.

	If the findings are such that it is worth going through with the project or programme, the map should be looked at as a guidance on how to organise the time spent on different aspects of it and this makes it also easier to track the different actions needed to get to the end goal. Since the map is developed in the beginning of a business case, a need is to validate and update it through the entire process and be alert if there are new benefits to be identified when the project or programme progresses. Additionally, the map can be used to keep teams and those in concern on track, where priorities can be set with help of the map and stakeholders can be easily reminded what was agreed on in the very beginning when they may attempt to go beyond the plan.		If the findings are such that it is worth going through with the project or programme, the map should be looked at as a guidance on how to organise the time spent on different aspects of it and this makes it also easier to track the different actions needed to get to the end goal. Since the map is developed in the beginning of a business case, a need is to validate and update it through the entire process and be alert if there are new benefits to be identified when the project or programme progresses. Additionally, the map can be used to keep teams and those in concern on track, where priorities can be set with help of the map and stakeholders can be easily reminded what was agreed on in the very beginning when they may attempt to go beyond the plan.<ref name="C4CM"/>

	=Annotated Bibliography=		=Annotated Bibliography=

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Annotated Bibliography

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	=Annotated Bibliography=		=Annotated Bibliography=

			'''The Centre for Change Management. (2011) Benefits Management Course Material.'''

			Benefit Management Course Material gives an insight into the basics of Benefits Management and is meant for the preparation of a C4CM™ qualifications. It is meant as a starting point providing a basic framework for realisation management. The structure of the document is a five step process for Benefits Management in organisational change, describing how these steps are continuous through the lifecycle of a project or a programme. The main points described are the importance of regular reviews on the identified benefits and reassessment of achieving them in regards to new information.

	=References=		=References=

S161269 at 08:44, 2 October 2017

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	<ref name="PMI">Project Management Institute. (2016). Benefits realization management framework. https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref>		<ref name="PMI">Project Management Institute. (2016). Benefits realization management framework. https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/benefits-realization-management-framework.pdf</ref>

	<ref name="C4CM">~~the~~ Centre for Change Management. (2011) Benefits Management Course Material. http://www.c4cm.co.uk/CourseMaterial/BensMgt/Benefits%20Management%20material.pdf</ref>		<ref name="C4CM">The Centre for Change Management. (2011) Benefits Management Course Material. http://www.c4cm.co.uk/CourseMaterial/BensMgt/Benefits%20Management%20material.pdf</ref>

	<ref name="PMI2">Project Management Institute. (2016) Focus on benefits during project execution. https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf?sc_lang_temp=en-GB</ref>		<ref name="PMI2">Project Management Institute. (2016) Focus on benefits during project execution. https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/benefits-focus-during-project-execution.pdf?sc_lang_temp=en-GB</ref>

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	<ref name="BPE"/>		<ref name="BPE"/>

	[[File:Benefits Map.png\|~~frame~~\|Figure 1: Example of a Benefits Map Layout, (click Figure for full size)]]		[[File:Benefits Map.png\|thumb\|Figure 1: Example of a Benefits Map Layout, (click Figure for full size)]]

	As shown in Figure 1, the map is divided into columns; enablers, changes, benefits, and aims, where the largest column is usually benefits. However, it is important to keep in mind that there are various embodiments of benefits maps, and ultimately, those who carry out the making of the map that determine what should be included. Organisations that take advantage of benefits mapping, often tailor the tool after its needs and therefore various versions of maps exists, examples are benefit dependency networks and strategy maps.<ref name="C4CM"/>		As shown in Figure 1, the map is divided into columns; enablers, changes, benefits, and aims, where the largest column is usually benefits. However, it is important to keep in mind that there are various embodiments of benefits maps, and ultimately, those who carry out the making of the map that determine what should be included. Organisations that take advantage of benefits mapping, often tailor the tool after its needs and therefore various versions of maps exists, examples are benefit dependency networks and strategy maps.<ref name="C4CM"/>