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Managing Benefits

This section deals with planning and managing the overall delivery of benefits from the programme.  The activities cover tracking the benefits from their initial identification to their successful realisation.  This process also covers managing the transition from old to new ways of working while ensuring that business as usual is maintained.  The process is repeated through each tranche of the programme.

Establishing benefits measurement

You are on step 1 of 6 steps.

Click for slide: Establishing benefits measurement Click for slide: Refining the Benefits Profile Click for slide: Benefits monitoring Click for slide: Transition management Click for slide: Supporting benefit realisation Click for slide: Measuring benefits
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What you need to do

To measure improvements resulting from benefits realisation. The 'before' or 'as is' state needs to be measured and baselined in the Benefits Profile.

Benefits realisation, which happens towards the end of the benefits management process, is reinforced by the implementation of relevant measurement processes.

Points to consider

Providing realistic and usable measures for benefit realisation is not straightforward.  Benefits may be owned by different parts of the organisation. Some benefits can be tracked using financial measures, others will need more complex measures, or indicators, to demonstrate their realisation.

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OGC Gateway management reviews identify risks to programmes and projects and ensure that you deliver them on time and on budget. Government Relocation and Asset Management - streamlining the civil service and improving management of the civil estate. Centres of Excellence in programme and project delivery through your departments, agencies and non departmental public bodies. Programme & Project Management (PPM) Specialism helping developing careers. Key OGC products in the programme and project delivery chain include ITIL, PRINCE2, M_o_R and MSP.

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