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.clipto.com/transcribe-audio-video-to-text-free?via=natalie
Metadata
Comments
No comments yet. Add yours below!
Add a Comment
More Cheat Sheets by NatalieMoore