Active benefits realisation |
- | Post modern approach |
- | Stakeholder participation is critical |
- | Requires effort put into ensuring mutual understanding between stakeholders |
- | Communication between stakeholders concerns evaluation of |
| | Costs |
| | Benefits |
| | Risks |
Val IT |
- | governance framework |
- | used to create business value from IT investments |
- | a set of guiding principles and a number of processes and best practices that are further defined as a set of key management practices to support and help executive management and boards at an enterprise level |
Principles: |
- | IT-enabled investments will be managed as a portfolio of investments |
- | IT-enabled investments will include the full scope of activities that are required to achieve business value |
- | IT-enabled investments will be managed through their full economic life cycle |
- | Value delivery practices will recognize that there are different categories of investments that will be evaluated and managed differently |
- | Value delivery practices will define and monitor key metrics and will respond quickly to any changes or deviations |
- | Value delivery practices will engage all stakeholders and assign appropriate accountability for the delivery of capabilities and the realization of business benefits |
- | Value delivery practices will be continually monitored, evaluated and improved |
Benefits management approach |
- | The process of organizing and managing, such that the potential benefits arising from the use of IT are actually realized |
- | Identification, definition, planning, tracking and realisation of business benefits |
- | Ensures alignment between project outcomes and business strategies |
- | Has been shown to increase project success across different countries and industries |
- | Useful in managing successful programmes |
Process |
- | Define benefit measures for each outcome |
- | Collect current benefit measure data to have a quantitative basis for decision making |
- | Agree a tailored BRM approach for this investment |
- | Plan the new or changed capabilities necessary to realize the benefits |
- | Plan the investments needed to make the changes necessary to create or change the capabilities |
- | Optimize the plan to reduce waste and have acceptable levels of resource, risk, cost, quality and time |
- | Implement the plan |
- | Review the impact of the plan implementation on the Benefit Measures and use insights to improve |
- | On completion of the plan, ensure BRM continues to sustain the capabilities and realisation of benefits |
Balanced scorecard |
- | strategy performance management tool |
- | supported by design methods and automation tools |
- | used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions |
- | May refer to: |
| | individual scorecards that contain measures to manage performance, those scorecards may be operational or have a more strategic intent; and |
| | Strategic Management System |
Characteristics |
- | focus on the strategic agenda of the organization concerned |
- | selection of a small number of data items to monitor |
- | mix of financial and non-financial data items |
Use |
| where actual performance is measured |
| requires: |
| | a choice of data to measure |
| | the setting of a reference value for the data |
| | he ability to make a corrective intervention |
Created By
https://www.speedwell.com.au
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