BRM practices are not clearly understood, and not used effectively. The new Benefits Realization Management: A Practice Guide will help you drive more successful outcomes and better strategic alignment in your organization.
La gestión de proyectos de la cadena de suministros (SCM) es una disciplina muy compleja que incluye una serie de procesos y servicios, específicos y concretos, que juega un papel central, con la finalidad de proporcionar soluciones viables para que cada proyecto relacionada a un mejor desempeño de la cadena de suministros en el que se halle involucrada se lleve a cabo con la máxima eficiencia y procurando la mayor optimización de recursos posible. No obstante, según el estudio “Enhacing Project Management” desarrollado por APICS en 2015 a más de 12,500 profesionales en SCM, solo un 9% de los participantes respondió que sus proyectos llegaron, al menos en un 90%, a cumplir con los objetivos de tiempo, costo y alcance Adicionalmente, un 62% indicó un nivel de stress significativo en su rol en proyectos de la SCM, siendo la fase de ejecución la más desafiante de gestionar con los involucrados. No obstante, en la actualidad no existe un estándar especializado y mundialmente aceptado por los profesionales vinculados a la gestión de iniciativas de la SCM, que brinde lineamientos claves sobre qué entregables, procesos, herramientas, técnicas e interesados pueden considerarse para dirigir un proyecto de SCM de principio a fin, garantizando un nivel de servicio adecuado y un uso mínimo de recursos físicos, tecnológicos y humanos. Por lo tanto, es de vital importancia transmitir a los directores de proyectos vinculados a la SCM la necesidad de aprender buenas prácticas en gestión de proyectos relacionados a la producción, abastecimiento, distribución, planificación y soporte de la cadena de suministros, que garantice el éxito rotundo en la consecución de sus objetivos alineados a los beneficios esperados por la organización ejecutora del proyecto.
One of the most difficult, yet important, questions regarding projects is "What advantages will this project create for the investors and key stakeholders?" Projects and programs should be treated as investments. This means that the focus of projects shifts from delivering within the triple constraints (time–cost–quality) towards some of the more fundamental questions: What is the purpose of this investment? What are the specific advantages expected? Are these benefits worth the investment?
Too often we think of project management in the context of "doing projects right", but it does not really work. We have to do the right projects first and make sure the desired outcomes do contribute to the company strategy realization. Benefits realization management (BRM) can be a good solution to align project management with company strategy. There are some common mistakes, which companies make in BRM, and some action points to avoid them and improve the situation.
The PM community has great models for how projects should work, and a wealth of good advice on how to make basically sound programs and portfolio management more effective. Unfortunately the business of selling PM effort is often in conflict with the profession of delivering PM services. We see this in the form of impossible deadlines, unrealistic promises, and estimates based on client budget rather than true cost of execution. In this session we’ll explain why this enormous problem continues to exist, show you how to assess the resulting risk on your own project / program / portfolio effort, and share proven strategies you can apply to minimize the impact. Every PM, regardless of experience or skill level, will benefit from this session.
Lessons Learned is one of the worst oxymorons in the project management profession. This webinar will cover many of the common challenges experienced with the implementation of lessons learned practices and will provide some practical ideas on how to gain greater value from this critical practice.
This blog will look at the practice of benefits realization and how it applies to both Program Management and the overall Portfolio, Program, Project Methodology (as well as Business Analysis and Organizational Change Management)
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This spreadsheet is used to calculate and compare the TCO (total cost of ownership) and CBA (cost benefit analysis) of multiple alternative solutions. This includes costs and benefits for not only the implementation, but also for additional years of maintenance.
이 템플릿은 특정 추적 활동 및 측정에 대한 비즈니스 사례를 묶는 것을 목표로합니다. 모든 프로젝트가 객관적 조치를 취하는 것은 아니지만 모든 이니셔티브에 대해 그러한 형태의 이익 실현을 무시하는 것은 허용되지 않습니다. 이 계획은 비즈니스 사례와 동시에 완료되어야하며 여기에서 확인 된 측정 된 총 이익은 비즈니스 사례에서 이루어진 약속과 일치해야합니다.
The goal of this business case template is twofold: Clearly explain the project benefit to decision makers; and provide traceable, measurable and consistent data for benefit realization analysis after project implementation. This template has annotated instructions in blue to explain the intent or recommended use of the information. Organizations can adapt the template to their unique structure.
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Sometimes good projects can fail or stagnate. Introducing the risk of change to a project can revitalize it for success. This article will focus on the 10 steps that should be taken to successfully reboot a project and ensure optimal performance and deliverables.
We've measured project success or failure using the triple constraint for years. Reporting on whether the project is on time, on budget and on scope (OTOBOS) has strong appeal. But these measures are out of date and fail to report on what is really important.
This article aims to clarify and widen the status quo around value, especially at the enterprise level. It also aims to offer an explanation of value management that goes beyond the notion of value engineering and process-based tools, which seem to “force” an outcome. It introduces a new framework for creating and capturing business value that is integrated and sustainable.
The final article in our series addresses setting benefits owners up for success. This is essential because the only value derived from a project comes post-implementation, and the busy people responsible for sustaining the benefits need clear roles and simple procedures. Putting that together allows a last chance to resolve any remaining hiccups.
Unfortunately, not all projects successfully deliver what they set out to achieve. The harsh reality is that some projects end up being cancelled. In this article, the author explores why some projects should be cancelled, identifying two main categories of cancellation—and how they should be handled.
A new program can be a confusing time for your team and stakeholders. What’s the program all about? How will we know that we have delivered? At this stage, the end goal may be as little as a vaguely defined strategic intention. Here are seven ways to make sure your program vision sticks.
This is the fifth of six articles on best practices in benefits realization management and its integration into project governance. Here we address creating benefits realization strategies. This helps ensure clarity around post-implementation roles, engages impacted functions by involving them in determining monitoring strategies, and facilitates post-implementation monitoring and review processes.
When program management is born in a business, circumstances are seldom ideal . Yet when it occurs, businesses realize that program management's many benefits are just what is needed to fight the competition.
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