<< Back
Advanced Benefit Realisation Management: How to Succeed with Transformational Change
This very practical course focuses on how the application of BRM helps practitioners succeed in dealing with the formidable challenges of implementing transformational change. The course provides the latest and best tools, techniques and insight to attendees who are faced with, or already engaged in, significant change initiatives.
Seminar dates
| Location |
Title |
Date |
|
| London |
21st September |
23/09/2010 |
Book |
Cost
£535+ VAT. One day seminar:- includes a comprehensive handbook, lunch and refreshments throughout the day.
There is a 10% reduction from the full price for 2nd and subsequent individuals who book on the same seminar at the same time.
Introduction
Major change, especially transformational change, often carries high rewards in today’s business environment, yet is extremely challenging and often elusive. The more traditional techniques such as ‘cost benefit analysis’ have limited value in complex, rapidly changing environments with multiple stakeholders, cross-project dependencies and long benefit delivery timescales.
sigma’s one-day interactive course, Advanced Benefit Realisation Management (BRM) – how to succeed with transformational change considers some of the more advanced aspects of effective benefit realisation. It builds on the foundations laid in the basic course Benefit Realisation Management – a vehicle for transformational change and is suitable for active BRM practitioners who have undertaken this foundation course.
To download a copy of the latest brochure, click here
At the end of the course you will be able to:
- Engage stakeholders to establish a clear vision or end goal.
- Determine feasible paths from the ‘as is’ to the ‘to be’ and develop plans which are agreed and owned. This includes:
- map creation
- weighting paths
- mapping as a business planning tool
- strategy scores and residual scores
- prioritisation and super highways
- orphan benefits
- change benefit dependencies.
- Classify and value benefits, including non-financial benefits and apply the concept of economic values.
- Define key BRM responsibilities for:
- Sponsors and SROs
- Programme Managers
- Business Change Managers
- Benefit Owners
- Benefit Facilitators
- Measure Monitors.
- Choose which benefits to measure.
- Identify measures for tangible and intangible benefits.
- Use maps to decide what should be done, when to do it, how it can be done and how success will be monitored.
- Manage a portfolio of change initiatives including:
- justifying and selecting new entrants
- monitoring portfolio performance
- maintaining a balanced portfolio
- pruning the portfolio.
Who should attend?
- Strategy Managers and Directors
- Finance Managers and Directors
- Programme Sponsors / SROs
- Portfolio Managers
- Programme and Project Managers
- Business Change Managers
- Benefit Managers / Facilitators
- PSO and PMO Managers
- IT / IS / ICT Managers
- Business Development Managers
Seminar outline
1. Getting started
- Participant challenges
- The nature of success
- Benefit realisation maturity
- Scoping the change
2. Strategic engagement
- Change / BRM Lifecycle
- Roles and responsibilities
- Use maps for business planning l
- Stakeholder engagement
- Visioning
3. Portfolio management
- Role of Change Mgt Exec
- Selection criteria
- Optimising the portfolio
- Ongoing monitoring
- Removal criteria
4. Route maps to success
- Map creation
- Weighting paths
- Strategic scores
- Residual scores
- Prioritisation & super highways
- Orphan benefits
- Change benefit dependencies
5. Valuing and validating benefits
- Intangible / soft benefits
- Value types
- Valuing non-financials
- Validation
- Investment Assessment Matrices
6. Key documents
- Strategy for BRM
- Stakeholder Communications Plan
- Benefit Profile
- Benefit Realisation Plan
- Business Case
7. Measurement
- Choosing which benefits to measure
- Measure identification
- Characteristics of good measures
- Measures Dictionary
- Measurement reporting
8. Embedding BRM
Print this page