Personally designed (content + graphics design), officially accredited Managing Benefits Foundation courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
2. Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/10 | 2/210
3. The underpinning philosophy and principles of
Managing Benefits
The terminology and thinking
behind Managing Benefits
The Managing Benefits process and techniques
The Managing Benefits documents, roles and
responsibilities
The Managing Benefits alignment with
other best practice methodologies and standards
Main goal
Attempt Foundation exam with confidence
Begin to apply the best practice, tailoring it to
your own organisational needs
Secondary goal
Benefits and value of Managing Benefits
M00 - Course introduction 3/10 | 3/210
4. Please share with the class:
Your name and surname
Your organization
Your profession
Ttitle, function, job responsibilities
Your familiarity with the
portfolio management
Your experience with PMO/
Support offices/Project Management
Your personal session expectations
M00 - Course introduction 4/10 | 4/210
5. Foundation Exam
Paper based and closed book exam
Only pencil and eraser are allowed
50 questions, pass mark is 25 (50%)
Simple multiple (ABCD) choice exam
Only one answer is correct
40 minutes exam
No negative points, no “Tricky Questions”
No pre-requisite for Foundation exam
Sample, one mock exam is provided
to you.
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time
M00 - Course introduction 5/10 | 5/210
6. Practitioner Exam
Paper based and open book exam
Reference to Managing Benefits handbook
Handbook is provided for students
2.5 hour exam
8 x 10 mark questions = 80 question
items/lines
Dictionary/translation lists allowed for non-
native speakers
Non-scientific calculator for basic
calculations
Pass mark – 50% / 40 marks
Foundation certification is required
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time
M00 - Course introduction 6/10 | 6/210
7. Managing Benefits syllabus section code and title
OV Overview
PR Principles
IQ Identify and Quantify
VA Value and Appraise
PL Plan
RZ Realize
RW Review
PF Portfolio-based application
IS Implement and Sustain
Syllabus Handbook Page
Module slide number / total module slides
Slide number /
total slides
Module number
and name
Managing Benefits
handbook page
Managing Benefits
syllabus section code
M00 - Course introduction 7/10 | 7/210
10. twitter.com/mirodabrowski
linkedin.com/in/miroslawdabrowski
google.com/+miroslawdabrowski
miroslaw_dabrowski
www.miroslawdabrowski.com
Mirosław Dąbrowski
Agile Coach, Trainer, Consultant
(former JEE/PHP developer, UX/UI designer, BA/SA)
Creator Writer / Translator Trainer / Coach
• Creator of 50+ mind maps from PPM and related
topics (2mln views): miroslawdabrowski.com
• Lead author of more than 50+ accredited materials
from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL,
M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP,
CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.
• Creator of 50+ interactive mind maps from PPM
topics: mindmeister.com/users/channel/2757050
• Product Owner of biggest Polish project
management portal: 4PM: 4pm.pl (15.000+ views
each month)
• Editorial Board Member of Official PMI Poland
Chapter magazine: “Strefa PMI”: strefapmi.pl
• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods
translator for Polish language
• English speaking, international, independent
trainer and coach from multiple domains.
• Master Lead Trainer
• 11+ years in training and coaching / 15.000+ hours
• 100+ certifications
• 5000+ people trained and coached
• 25+ trainers trained and coached
linkedin.com/in/miroslawdabrowski
Agile Coach / Scrum Master PM / IT architect Notable clients
• 8+ years of experience with Agile projects as a
Scrum Master, Product Owner and Agile Coach
• Coached 25+ teams from Agile and Scrum
• Agile Coach coaching C-level executives
• Scrum Master facilitating multiple teams
experienced with UX/UI + Dev teams
• Experience multiple Agile methods
• Author of AgilePM/DSDM Project Health Check
Questionnaire (PHCQ) audit tool
• Dozens of mobile and ecommerce projects
• IT architect experienced in IT projects with budget
above 10mln PLN and timeline of 3+ years
• Experienced with (“traditional”) projects under high
security, audit and compliance requirements based
on ISO/EIC 27001
• 25+ web portal design and development and
mobile application projects with iterative,
incremental and adaptive approach
ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank,
Descom, Ericsson, Ericpol, Euler Hermes, General Electric,
Glencore, HP Global Business Center, Ideo, Infovide-Matrix,
Interia, Kemira, Lufthansa Systems, Media-Satrun Group,
Ministry of Defense (Poland), Ministry of Justice (Poland),
Nokia Siemens Networks, Oracle, Orange, Polish Air Force,
Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom,
Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy,
Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…
miroslawdabrowski.com/about-me/clients-and-references/
Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved
Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management,
Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,
DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0,
ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development /
Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM
Simulation …
M00 - Course introduction 10/10 | 10/210
11.
12. 1. Overview of Managing Benefits
2. The Benefits Management Model
3. The 7 Benefits Management Principles
4. Identify and Quantify
5. Value and Appraise
6. Plan
7. Realize
8. Review
9. Portfolio-based application
10. Implementation, Sustain, Measure
M01 - Overview of Managing Benefits 2/12 | 12/210
13. Benefit - the measurable improvement resulting from an
outcome perceived as an advantage by one or more
stakeholders, which contributes towards one or more
organizational objective(s)
Benefits contribute towards organizational/strategic objectives
(benefits are identifiable and quantifiable in terms that link to the
drivers of the organizational/strategic objectives)
Benefits are derived from change initiatives (formally constituted
projects and programmes)
Benefits management - the identification, definition,
tracking, realization and optimization of benefits
Optimization not maximization of benefits realization
M01 - Overview of Managing Benefits 3/12 | 13/210
14. Project Programme Portfolio
A temporary organization,
usually existing for a much
shorter time than a
programme, which will
deliver one or more outputs
in accordance with a specific
business case.
A particular project may or
may not be part of a
programme.
Whereas programmes deal
with outcomes, projects
deal with outputs.
A programme is a temporary,
flexible organization created
to coordinate, direct and
oversee the implementation
of a set of related projects
and activities in order to
deliver outcomes and
benefits related to the
organization’s strategic
objectives.
An organization’s change
portfolio is the totality of its
investment (or segment
thereof) in the changes
required to achieve its
strategic objectives.
M01 - Overview of Managing Benefits 4/12 | 14/210
15. Project Management Programme Management Portfolio Management
The planning, delegating,
monitoring and control of all
aspects of the project, and the
motivation of those involved, to
achieve the project objectives
within the expected
performance targets for time,
cost, quality, scope, benefits
and risks.
The action of carrying out the
coordinated organization,
direction and implementation
of a dossier of projects and
transformation activities to
achieve outcomes and realize
benefits of strategic importance
to the business.
A coordinated collection of
strategic processes and
decisions that together enable
the most effective balance of
organizational change and
business as usual (BAU).
M01 - Overview of Managing Benefits 5/12 | 15/210
16. Definition Example
Output
The deliverable, or output developed by a
project from a planned activity.
A new just-in-time stock control system
Staff training programme
Revised process
Capability
The completed set of project outputs
required to deliver an outcome; exists
prior to transition.
The combination of the above outputs
ready to ’go live’.
Outcome
A new operational state achieved after
transition of the capability into live
operations.
The right materials are available, at the
right time, and in the right place.
Benefit
The measurable improvement resulting
from an outcome perceived as an
advantage by one or more of
stakeholders, which contributes towards
one or more organizational objectives(s).
Fewer stock-outs and consequent
interruptions to production.
Reduced obsolescent stock and hence
lower write-offs.
Reduced stock holdings and so less
working capital tied up.
M01 - Overview of Managing Benefits 6/12 | 16/210
18. ‘Emergent’ benefits
i.e. benefits that are unanticipated,
but which emerge as the initiative is
developed and, most often, as it is
deployed or implemented
Unplanned benefits
Intermediate benefits
End benefits
Tangible benefits
Intangible benefits
Measurable benefits
Observable benefits
Dis-benefits
The measurable decline resulting
from an outcome perceived as
negative by one or more
stakeholders, which detracts from
one or more organizational
objective(s)
M01 - Overview of Managing Benefits 8/12 | 18/210
19. Forecast benefits are complete (all sources of potential value are
identified), realizable and represent value for money
Forecast benefits are realized in practice, including by ensuring the
required enabling, business and behavioural change take place
Benefits are realized as early as possible and are sustained for as
long as possible
Emergent or unplanned benefits are captured and leveraged
(and any dis-benefits are minimized)
We optimize the benefits realized and value for money achieved
Dis-benefits are minimized
M01 - Overview of Managing Benefits 9/12 | 19/210
20. Guidance on how to apply benefits
management at a portfolio,
programme and project level
1 Benefits Management Model
7 principles upon which successful
approaches to benefits management
5 practices in the Benefits
Management Cycle
9 Knowledge Themes
Advice on how to get started in
implementing effective benefits
management practices and sustain
progress
M01 - Overview of Managing Benefits 10/12 | 20/210
22. I hope you enjoyed
this presentation. If so,
please like, share and
leave a comment
below.
Endorsements on
LinkedIn are also
highly appreciated!
(your feedback = more free stuff)
MIROSLAWDABROWSKI.COM/downloads