For other Informa Webinars: http://www.informa-mea.com/webinars To view recording: https://youtu.be/2KexP_irteE or watch the video at end of the slide The webinar covers the major business benefits management principles, practices and techniques that enable organisations to optimise the return from their investments in programmes and projects. The Objectives Of This Webinar Are To Explain How To: 1. Relate the business case to business benefits 2. Differentiate between business KPIs vs Project KPIs 3. Establish a benefits management chart 4. Plan and prepare for organisational readiness 5. Plan to perform project transition and handover 6. Measure the realisation of business benefits Business Benefits Realisation is about ensuring that programmes and projects deliver the forecasted benefits identified in a business case or project charter document. Obtaining an acceptable return on investment is critical, but many organisations struggle to demonstrate that their programmes and projects deliver the required business benefits. Often there is confusion over what benefits are required, who should track them and how and what the effective measures should be. The explicit role of a project manager is to deliver the project to ensure the scope, schedule and budget components are satisfied. However the intrapreneurial and business-minded project manager is the one who is acutely aware of the business aspect of programmes and projects and truly understands the rationale driving their organisation’s investment strategy. This project manager provides true value. About the Presenter: Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company. Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods

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Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Claude H. Maley
Business Benefits Realisation

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Housekeeping
• The Slides will be available on our SlideShare page; the link will be emailed
to you
• The Recording of the webinar will be available to view on our YouTube
channel; the link will be emailed to you
• Please complete the post-webinar survey that will pop up at the end
• You can type your questions throughout the session
• Time will be allocated in the end for the speaker to address your questions

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Your Presenter
Claude H. Maley is Managing Director of Mit Consultants, a consultancy
and education practice servicing international clients in change
management, and Chairman of a business solutions company.
His functional management and consulting experience with major
corporations such as Alcatel, BP, Cadbury Schweppes, Cartier,
Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International,
Motorola, Organon, Overseas Containers Limited, Pechiney, Renault
Automobile, Siemens to name but a few, has spanned more than 40
years in engineering, production and manufacturing, distribution,
transportation and marketing services sectors.
Author of the book "Project Management – Concepts, Methods &
Techniques"

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Business Benefits
Realisation

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Webinar Excerpt From the Programme:
"Managing Successful
Organisational Initiatives"
Next Course of the Programme:
Certificate in
Achieving Organisational Goals
Effective Strategic and Operational Initiatives
20th to 23rd December 2015 in Dubai

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Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Do you KNOW your Project's Quantified
Business Benefits?
 1 = Not at all
 2 = Heard about them
 3 = Seen them but don't understand
 4 = Seen them and understand them
 5 = Very familiar with them

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 Relate The Business Case to Business Benefits
 Differentiate between Business KPI's vs Project
KPI's
 Establish a Benefits Management Chart
 Plan & Prepare for Organisational Readiness
 Plan to Perform Project Transition & Handover
 Measure the Realisation of Business Benefits

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Section Contents
 The Business Case & Business Benefits
 Business KPI's vs Project KPI's
 Benefits Management
 Organisational Readiness
 Project Transition & Handover
 Realisation of Business Benefits
Benefits Realisation Key Topics

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Topic Contents
 Comprehension of Business Benefits
 Realising Benefits from Investments
 The Business Case in the Overall Process
 Standard Structure of a Business Case
 Major Steps to Validate a Business Case
 The SYSTEM/PRODUCT Life Cycle
 Calculating Cost of Ownership & of Operations
 Operations Alignment Requirements
The Business Case & Business Benefits

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 Comprehension of Business Benefits
‘The Measurable Improvements
Resulting from Outcomes which are
Perceived as an Advantage by one
or more Stakeholders’
Business
Benefits
Types of Benefits
Definite Financial
Has an accurately
predictable financial
value
Expected Financial
Has a financial value
which can be
predicted, based on
trends or experience
elsewhere
Logical Financial
The financial value of
the benefit should
improve but there is
no data or experience
on which to base a
realistic prediction
Qualitative
Measurable, non-
financial benefit
Intangible
Difficult or impossible
to measure, usually
non-financial

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 Realising Benefits from Investments
Business Benefits arise when
Investments enable the Organisation to:
Perform more Efficiently and Effectively
Introduce New Ways of Working
and/or
Operate in a New Way
The Business Unit Managers and Users
have the Responsibility to
Generate the Business Benefits
by Introducing the Necessary
Changes to their Organisation
The Business Units must be Intimately
Involved in Investments Projects

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 The Business Case in the Overall Process
Concept
or Idea
Feasibility
Assessment
Definition
& Business
Case
Design Develop Deliver Launch Exploit
Maintain;
Evolve;
Retire
Impact
Analysis
Assumptions
Risks
Document
Options
Cost/Benefit
Analysis
Justify
Executive
Summary
Description of
Approach
Define
Define the Case Build the Solution Use the Solution
Business
Benefits
B
To BeAs Is
A Investment for Change

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 Standard Structure of a Business Case
 Preface
 Table of Contents
 Executive Summary
 Business Drivers
 Recommendation
 Summary of Results
 Decision to be Taken
 Introduction
 Scope of Change
 Financial Metrics
 Financial/Non-Financial Benefits
 Life Cycle Costs
 Funding Flow (NPV)
 Analysis
 Assumptions
 Risk Plans
 Conclusion, Recommendation, and Next Steps
 Appendix
Business Goals
Feasibility Studies
Impact Analysis

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 Major Steps to Validate a Business Case
Understand the Financial Projections
 Develop a Financial Baseline
 Quantify & Develop the Benefits Logic
 Define Financial & Operational Assumptions
 Validate the Benefit Logic with Key Business Owners
 Define Payback Assumptions
 Obtain Sign-Off from Key Stakeholders
Clear Comprehension
of Business GOALS Identify the Key Business Driver
 Company Image
 Cost Reduction
 Customer Service
 Legal or Statutory Requirement (mandatory)
 Productivity Increase
 Process Improvement
 Revenue Enhancement or Acceleration
 Risk Reduction
 System Rationalisation
 Workforce Satisfaction

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 The SYSTEM/PRODUCT Life Cycle
Need identification
Feasibility analysis
System specification
Design
Development of engineering and prototype models
Product, process and material specification
Production and/or construction of system components
Acceptance testing
System distribution and operation
System operation in the user environment
System modifications for improvement
System assessment
Conceptual
Design
System
Design
Development
Utilisation &
Support
Phase-out &
Disposal

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 Calculating Cost of Ownership & of Operations
Create: Make or Buy Exploit: Use
Ownership Operations$
As Is
Initiation Planning Close-OutExecution
A
Hand-
Over
Revenue/BenefitInvestment/Cost
BREAK EVEN
POINT
Change in the Organisation to Achieve a Goal and Reap Business Benefits
B
To Be

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 Operations Alignment Requirements
Business Objectives
Securing High level Priorities
in relation to the Drivers,
Outcomes and Improvements
to be Delivered on Completion
of the Project
Business Stakeholders
Identification of all Individuals
or Groups who will Benefit
from the Project and are either
Affected by or Directly involved
in Making the Changes
needed to Realise the Benefits
Business Changes
Description of all Business
Activities and New Ways of
Working that are Required to
Ensure that the Desired
Benefits are Realised
Enabling Changes
Definition of the Prerequisites
for Achieving the Business
Changes that are Essential to
bring the New System into
Effective Operation
The Project Manager Defines in Collaboration with the Business

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Topic Contents
 Clarifying Boundaries of KPI's
 Identifying Organisational Business KPI's
 Setting SMART Objectives for Project KPI's
Business KPI's vs Project KPI's

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What are the BOUNDARIES of the
Business KPI's vs Project KPI's?
 1 = Business KPI covers the TOTAL
LIFE CYCLE
 2 = Business KPI Covers ONLY the
Operations after Project Delivery
 3 = Project KPI covers ONLY the
PROJECT LIFE CYCLE
 4 = Project KPI covers the TOTAL
LIFE CYCLE
 5 = No idea

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 Clarifying Boundaries of KPI's
Concept
or Idea
Feasibility
Assessment
Definition
& Business
Case
Design Develop Deliver Launch Exploit
Maintain;
Evolve;
Retire
Define the Case Build the Solution Use the Solution
B
To BeAs Is
A
Business
Benefits
to Fulfil
Business
GOALS
PROJECT KPI Boundary
BUSINESS KPI Boundary
Investment for Change

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 Identifying Organisational Business KPI's
Organisational Business KPI's can only be
Achieved and Measured
during the Operational phase
POST Project Close-out & Hand-Over
 Obtain Clear Definitions of KPI's as
Business Strategic Value Drivers
 Ensure KPI's are established on Validated Information
and are Coherent & Understandable
 Distinguish between Financial and Non-Financial KPI's
 Determine the "Depth" of the Cascade the KPIs
to other Areas of the Organisation
The Project Manager & Core Project Team
must be Intimately Knowledgeable of
the Organisation's Business KPI's

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 Setting SMART Objectives for Project KPI's
The Project delivers to the Business
the Capability to Achieve the Business KPI's
Project Milestone Schedule
MAJOR DELIVERABLE
MILESTONE
Key
Milestones &
Project
Deliverables

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Topic Contents
 Identifying & Structuring Benefits
 Building the Benefits Map
 Planning Benefits Realisation
Benefits Management

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Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Identifying & Structuring Benefits
Confirm
Business
Benefits
Secure
Benefit
Ownership
Develop
Benefits
Map
Perform
Project
Baseline
Implement
Change
Initiative
Go Live
Operational
Benefits
Tracking
A Benefits Map is a Diagram showing a set of Benefits
and how they Relate to one Another
the left to right Flow describes a Series of
Cause (Action) and Effect (Benefit) Relationships
Shows the link from the Solution, through
Business Actions, Outcomes and Benefits to the
Organisation's overall drivers
Confirms that the Solution being introduced will
Provide the Target Benefits & Results
Allows Focus on Actions with
Multiple links to Key Benefits

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BENEFITS
 Building the Benefits Map
OBJECTIVES
Increase
Profit by 5%
Decrease
OPEX by 5%
Reduction of
Customer
Returns by
70%
Reduction of
Project
Overruns by
50%
Sales
Increase
Margins
Increase
Reduced
Customer
Returns
Increased
Customer
Satisfaction
Application
of PM
Standards
Improved
Project
Delivery
Centralised
Customer
Data
Penetrate
New
Markets
Enhanced
Order
Fulfilment
Coherence
of Process
Flows
Effective
Process
Control
Increased
Efficiency
Common
PM Methods
Effective PM
Standards
ENABLERS
DELIVERABLES
Integration of CRM's
Marketing Programme
Order Entry & SCM
Enhancements
Process Flow
Standardisation
Training on Project
Management
Introduction of Project
Management Office

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 Planning Benefits Realisation
Relate the Schedule of the
Deliverables/Benefits Map
to the Business Organisational Preparation
Demonstrating the Value of Investments
to Deliver to the Benefits
Project Milestone Schedule
MAJOR DELIVERABLE
MILESTONE
Key
Milestones &
Project
Deliverables
Operational Schedule
Actions the Business must perform
in collaboration with the Project
so as to initiate Benefits Realisation
Identify the Measurement
Mechanism
to Institute in Operations
to Monitor & Evaluate
Benefits Realisation

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Topic Contents
 Preparing for Organisational Readiness
 Conducting the Readiness Assessment
 Planning the Organisational Readiness
Organisational Readiness

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 Preparing for Organisational Readiness
The Project Team and the Business Unit(s) work in Harmony to
Communicate, Inform & Explain to the Functional Departments
Commitment Roll-Out and Ramp-Up activities
Support Processes & Follow-up Activities
Business Benefits Measurement Mechanism
Awareness Project Goals, Purpose and Rationale
Business Benefits and Need for Change
System to be Implemented
Project Timeline and Intended Audience
Acceptance Implementation Schedule Progress
Issues and Resolutions
Training Schedule
Implementation & Transition Schedule
Understanding System and Business Process Changes
Business Process Changes Impacts
Key Project Milestones
Training Planned to be Provided

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 Conducting the Readiness Assessment
PEOPLE PROCESSES INFRASTRUTURE
Organisational Readiness Assessment
determines the extent of the
Multiple and Simultaneous Changes
required to be made in the Business
 Organisational
Chart
 Staffing
Requirements
 Training for
Re-Skilling
 Reward Systems
 Procedures &
Methodologies
 Work Flows
 Communication
Paths
 Decision Making
 Property Assets
 Production
Assets
 Technology
Platforms
 Legacy Data
Conducted by the Project Team in
Conjunction with the Business Units

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 Planning the Organisational Readiness
Training
Training the Appropriate
Business Unit Resources
on the Changes to
Processes, Procedures,
Methodologies & Systems
Sponsorship
Ensuring Active
sponsorship at Senior
Executive Level, and
engaging this Sponsorship
Involvement
Involving the Right People in the
Design and Implementation of
Changes Securing Buy-in from
those involved and affected
Readiness
Assisting People Affected &
Impacted by the Change, to
be Ready to Adapt to the
Changes by Ensuring they
have Comprehensive
Information and Toolsets
The Project Manager
& Team Coordinate
with the
Business Unit(s)

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Topic Contents
 Overcoming Resistance
 Transition & Go-Live Challenges
 Conducting Transition & Go-Live Assessment
 Project Go-Live & Operations
Project Transition & Handover

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 Resistance takes many forms
Projects
create
CHANGE
Organisational
Resistance
Threat to
Competences
&
Skills
Threat to
Established
Power
Relationships
Structural
lethargy
Threat to
Established
Resource
Distribution
Scope &
Extent
of Change
Individual
Resistance
Fear of the
Unknown
Loss
Economic
Factors
Comfort
Zone
Security
Plan to Address
Resistance as from
the Earliest stages
in the Project

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 Overcoming Resistance
Plan & Schedule Workshops
with all Organisational Entities
that will Use, Exploit &/or Operate
in the New/Changed Environment
Workshop Schedule

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 Transition & Go-Live Challenges
Go Live
Usually refers to
the First Day the System
will actually be Used
in a Production mode
by at least One User
Transition
Generally refers to
Progressive Migration &
Switch from Old to New
Operational Environment
Major Challenge
Interfacing between
Project Delivery,
Business Change Management
and Business Operations Users Working
Practices
Stakeholder
Support
Structural
Migration
Maintaining
Business Operations
during Transition
Realistic Transition
Schedule
Business Units
Readiness
Resistance from
Operational Units

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 Conducting Transition & Go-Live Assessment
Confirm with Key Stakeholders Policy
for Use and Achievement of Goals
Evaluate Results &
Evidence of Testing
Review all User
Documentation
Assess Training DeliveryReview Staff Schedules
Review Workflow and
Process Improvements
Collate all Vendor Support Contracts

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 Project Go-Live & Operations
Perform Go-Live Strategy:
Big-Bang; Phased; Parallel
Organise
Appropriate
Support
Team
Staffing
Verify Schedule & Readiness
for Go-Live Day with
Business & Functional Departments
Ensure
Provision of
Help Desk
Staff, Super
Users, etc.
Coordinate Schedule with
Vendors, Contractors, & other Providers
Apply Escalation &
Approval Procedures
Provide
Disaster Recovery
Business Resumption Plan

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Topic Contents
 Measuring & Tracking Benefits
 Evaluation of Operational Effectiveness
 Project Post-Implementation Assessment
Realisation of Business Benefits

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 Measuring & Tracking Benefits
Business
BenefitsBenefit tracking
The Business Unit(s)
Accountable for
the Benefit
The Business Unit(s) that
will receive the Benefit
Benefits are Tracked
from Day 1 of Go-Live Day with
Business & Functional Departments
Institute
Objective Measurement Methods
and Validated Data
across all Investments
to Demonstrate that they can Enable
the Delivery of Business Value

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 Evaluation of Operational Effectiveness
Evaluation
Focus
Target Values & Measurement Mechanism
Timeframe in Operations
when Improvements are expected to Start
Timeframe when Break-Even Value
is expected to be Reached
Frequency of Measurement Reporting
The Business will Progressively Ramp-Up
its Operation to Deliver the Business Benefits
The Project Delivers a Functional Solution and Supports it
The Business Operation Exploits it to Deliver the Business benefits

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Project
Evaluation
Review (PER)
 Project Post-Implementation Assessment
Assess the Project’s Performance against the Business and Project Objectives
Evaluate Project Performance throughout Project Phases
Benefit from Lessons Learned of Project Development and Execution
Develop a final Perspective on Performance of the Project Team
Post
Implementation
Review (PIR)
Single
Post-Project Appraisal on
Project Management Effectiveness
Evaluation of
Operational Effectiveness
as Provided by Project Results

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REFLECT UPON
 What are the key take aways from
this session?
 How will you use them at work?
 What impact do you think that will
have?
 Is anything preventing you from
using them?
 What will you do to overcome those
challenges?
End of Webinar
YOUR Key Take-Aways

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Reminder, Join us for the:
Certificate in
Achieving Organisational Goals
Effective Strategic and Operational Initiatives
20th to 23rd December 2015 in Dubai