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Strategic Benefits Realization
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Table of Contents

Chapter 1: Introduction to Benefits Realization ManagementWhat Is a Benefit?Where Do Benefits Come From?Characteristics of BenefitsIntermediate and End BenefitsDisbenefitsEmergent BenefitsTangible and Intangible BenefitsTime Bound BenefitsWhat Is Benefits Realization Management?Benefits IdentificationBenefits Analysis and PlanningBenefits DeliveryBenefits TransitionBenefits SustainmentChapter 2: Benefits Realization Management in the Project, Program, and Portfolio ContextsDistinguishing between Projects and ProgramsUnderstanding Portfolio ManagementProjects, Programs, and Portfolios TogetherChapter 3: Benefits Realization Management Roles and ResponsibilitiesPrimary RolesProgram ManagerSenior Responsible OwnerBusiness Change ManagerProgram Management TeamEffort Allocation to Primary RolesSupporting RolesBenefit OwnerProgram OfficeProgram Management OfficePortfolio Management OfficeChapter 4: A Benefits Realization Management Life CycleBenefits Realization Management in the Program Life CycleBenefits IdentificationBenefits Analysis and PlanningBenefits DeliveryBenefits TransitionBenefits SustainmentRelationship between the Benefits Realization Management Life Cycle and Associated Life CyclesRelationship to the Program Management Life CycleRelationship to the Portfolio Management Life CycleRelationship to the Project Management Life CycleRelationship to Organizational Project Management ProcessesChapter 5: Benefits IdentificationBeginning with the End in MindBenefits IdentificationTools and Techniques for Benefits IdentificationBenefits RegisterBenefit ProfileBenefits WorkshopBenefits BrainstormingBenefits MapBenefits QuantificationBaseline PerformanceDetermine Improvement PotentialValidate BenefitsChapter 6: Benefits Analysis and PlanningThe Benefits Realization PlanComponent Identification and PrioritizationA Note on InterdependenciesEstablishing Measurement and MonitoringTypes of MeasuresMeasure Development ExampleThe Measurement PlanCharacteristics of Good MeasuresSetting the Performance BaselineCommunicating PerformanceChapter 7: Benefits DeliveryMaintaining Benefits AlignmentBenefits Tracking and Reporting in Benefits DeliveryBenefit Realization Management ReviewsBenefits ReviewsManaging Work and InterdependenciesBenefits MonitoringRisk Management ActivitiesChapter 8: Benefits TransitionDetermining Transition ScopeDetermining Transition SuccessRequired Transition ActivitiesTransition PlanningTransition InitiationTransition ManagementTransition ReviewBenefits ValidationBenefits Realization ReportingDeveloping a Transition PlanOverviewTransition PlanningTransition DeliveryBenefits DeliveryTransition ApprovalManaging Transition IssuesChapter 9: Benefits SustainmentBenefits Sustainment PlanningPerformance Monitoring PlanningBenefits Sustainment MonitoringSupporting Benefits SustainmentEvolving Products, Services, and ResultsChapter 10: Descriptions for Primary Benefits Realization Management RolesBenefit OwnersWhat Does a Benefit Owner Do?How Do Benefit Owners Fit within the Benefits RealizationManagement and Program Context?Where Do Benefit Owners Come From?What Skills Are Required?How Can Benefit Owners Best Support Benefits Realization Management?What Are Potential Traps to Avoid?Senior Responsible OwnerWhat Does the Senior Responsible Owner Do?How Does the Senior Responsible Owner Fit within the Benefits Realization Management and Program Context?Where Does the Senior Responsible Owner Come From?What Skills Are Required?How Can the Senior Responsible Owner Best Support Benefits Realization Management?What Are Potential Traps to Avoid?Business Change ManagerWhat Does the Business Change Manager Do?How Does the Business Change Manager Fit within the Benefits Realization Management and Program Context?Where Does the Business Change Manager Come From?What Skills Are Required?How Can the Business Change Manager Best Support Benefits Realization Management?What Are Potential Traps to Avoid?Chapter 11: Organizational Change Management in the Benefits Realization Management ContextThe Fundamental Concept of Organizational Change ManagementThe Notion of MovementWho Are We Impacting?How Do We Manage Change?Minimizing DisruptionMaximizing BenefitsChange Management RolesBusiness Change ManagerBenefit OwnersChange AgentsChampionsManagementRelationships between RolesAn Organizational Change Management Life CycleDefine Change DriversDefine ChangePlan ChangeExecute Change and Monitor ResultsPerform TransitionSupport SustainmentOrganizational Change Management Life Cycle SummaryChapter 12: Benefits Realization Management in the Portfolio Management ContextThe Role of the Portfolio Manager in Benefits Realization ManagementPrerequisites to Portfolio Management for Benefits Realization ManagementPortfolio Selection ImpactsPortfolio Reporting and Review ImpactsPortfolio ReportingPortfolio ReviewBenefits Considerations in Portfolio Risk ManagementAssessing the Application of Benefits Realization Management on the Portfolio LevelPortfolio Management Considerations in Benefits Realization Management ImplementationsApplying Benefits Realization Management in Portfolio Management ImplementationsChapter 13: Benefits Realization Management in Project-based OrganizationsGeneral Implementation ApproachPrerequisitesBenefits Realization Management Considerations in the ProjectContextStructuring the TeamSelecting Pilot ScopeImplementation ConsiderationsConfirming Pilot ScopeSelecting Benefits ScopeEducating PeopleMonitoring ProgressEstablishing ReportingConcluding and Validating SuccessChapter 14: Program Management Office Role in Supporting Benefits Realization ManagementTypes of PMOs and Their Involvement in Benefits Realization ManagementEnterprise Program Management OfficePortfolio Management OfficeProject OfficeCenter of ExcellenceOrganizational Unit Program Management OfficeOther PMO TypesDetermining an ApproachKeys to SuccessCase Study ExampleChapter 15: Business Case ConsiderationsBusiness Case OverviewRelationship between the Business Case and Benefits Realization ManagementBusiness Case StructureExecutive SummaryBusiness Challenge or OpportunityAlternativesFinancial AnalysisRisk AnalysisRecommendationFuture State BlueprintProject or Program OverviewWho Develops and Validates the Business Case?Business Case Review and EvolutionBusiness Case During Project or Program ExecutionChapter 16: Practical Guidance for Implementing Benefits Realization Management#1 - #10 PracticesAppendix A: Case Study-A PMO Role in Benefits Realization ManagementBrief History of PMOsCase StudyProgram DescriptionResultsBenefits Realized and Lessons LearnedPMO ModelRole 1: Information BrokerRole 2: Work ManagerRole 3: Benefits ManagerModel Application in GeneralModel Application in Case StudyAppendix B: Sample PgMP(R) Examination QuestionsSample QuestionsAnswers to Sample Questions

About the Author

Craig Letavec, PMP, PgMP, is an internationally recognized expert in program management and program management offices. His professional experience includes leading large-scale business change programs with a focus on business benefits realization, implementing program management offices, and leading efforts to mature project, program, and portfolio management practices in organizations. As a published author, Craig's works include The Program Management Office: Establishing, Managing, and Growing the Value of a PMO and The PMOSIG Program Management Office Handbook. Craig is a noted speaker and the founder and past conference chair of the PMO Symposium. He holds a Master of Science degree in Project Management from George Washington University.

Reviews

"Strategic Benefits Realization never loses focus on the ultimate goal of any organization-to achieve business benefits that endure. Craig Letavec's common sense approach and practical guidance can be applied throughout the entire benefits realization life cycle to ensure true business value from project investments. Business and project professionals can apply the author's business-focused techniques immediately-a must read in today's highly competitive global marketplace." -Marc Resch, President, Resch Group, and best-selling author

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