Questions are:-

A. A brief introductory statement defining the purpose of the benefits management plan, including (for example).

B. Definition of Each Program/Project Benefit -

What are the targeted values to be gained by implementing this product, result?

Benefit Number

Benefit

Type of Benefit - tangible and intangible, financial and non-financial, extrinsic or intrinsic

Describe how benefit will be realized

C. assumptions

This section lists any assumptions associated with the benefits defined in the plan such as availability of resources at the required time.

Assumption Number

Assumption

Probability of Being True

Impact if not true

D. Each Benefit's Impact to the Program's Outcomes/ Alignment to business strategy

This section shows how each benefit supports and is aligned with the business strategy of the organization. It further shows the value of the program/project in terms of the benefits to be realized.

Benefit number

Benefit

Program/project Goal/outcome and Business Strategy Alignment

Benefit owner

E. Metrics and Procedures to Measure Benefits

This section describes the key metrics that will be collected, and the processes that will be used to measure the program benefits.Metrics may be direct or indirect and measure that shows the benefit has been realized.

Benefit Number

Benefit

Metric

Procedure to measure benefit

F.Roles and Responsibilities for Benefits Realization and Management

This section describes specific roles and responsibilities of the program team members to deliver the final and intermediate benefits in the program. Attach a Responsibility Assignment Matrix (RAM) or a Responsible, Accountable, Consult, Inform (RACI) chart as appropriate.

Activity

Resource 1

Resource 2

Resource 3

Resource 4

Resource 5

G.Benefits Management Communications Management Plan

This section describes the communications methods to be used to ensure each stakeholder has the information he or she requires regarding benefits management. It also describes how benefits will be reviewed with stakeholders and the content of the benefits realization report.

What needs to be communicated?

Who receives the information?

How is the information distributed?

Who distributes the info?

When is it distributed?

What is the purpose of the communication?

H.Benefits Delivery Schedule

This section presents a schedule, typically in a Gantt, Roadmap, or Table format, to show the planned and actual dates for each of the identified benefits. The schedule should show the interdependencies between benefits from the various projects in the program and other work that is part of the program.The timeframe to realize benefits may be immediate, short, long or on-going.In many cases, the benefit is not known until transition is completed.

Benefit Number

Benefit

Plan Date for Realization

Actual Date for Realization

i.Benefits-Related Risks

This section describes the risks associated with achieving benefits.

Risk Number

Risk

Benefit aligned to

Probability

Impact

j.Required Changes to Processes and Systems

This section discusses new processes and systems and those already in existence that must be changed to handle benefits realization and management.

Description of Process/System to be added or changed

Responsibility

When it is needed and impact if not in place

k.Transition of the Program's Benefits into Ongoing Operations and Benefits Sustainment

This section describes how the program/project will transition into ongoing operations with an emphasis on how the program's benefits will be sustained.If there is a specific plan for this, provide a link.

Activities

Responsible

Overview of Work

Scenario: Global Americana Trade (GAT) is a medium-sized global organization with 880 employees, focused on international trade and shipping. Until recently, It has had one Chief Executive Officer for twelve (12) years. In the documents folder, under the title "Fact Sheet," you can learn more about GAT. The Board recently hired Danielle Simmons to lead the company. Danielle spent a few weeks "factfinding," speaking with staff, and learning. She has identified many internal inefficiencies that are impacting productivity. She hired a well-known external consultancy, Boin and Company, to do some root cause analysis work. Their report highlighted the following issues: Poor relationship-building practices with vendors Accounting and finance practices are outdated and are resulting in a waste of time and resources The finance department is structured in a way that delays payments, creates bottlenecks, and unnecessary chains of command You can see the full report of finding by Boin and Company in the "Documents" folder. The firm also noted that most of these are issues related to technology. Danielle met with the Board and her senior leaders in an all-day retreat in June, and they came up with three strategic objectives to resolve the problems the consultants identified. Priya Desai, the Chief Strategy Office, facilitated an exercise to develop the benefits, outcomes, capabilities, and outputs for each objective. Those can be found in the "Documents" folder, titled "Strategic Objectives." Danielle also noted that she would be more comfortable taking on more risks once these organizational objectives are met. Jose Rodriguez, the Chief Operating Officer, facilitated the group by coming up with an action plan. The action plan first suggested that three project managers be hired to oversee the three strategic objectives. Danielle pushed back and requested that a program manager be hired to "hold the whole," and they can best determine how to realize the benefits of these strategic objectives. Since the organization doesn't have a PMO, it was agreed that the program manager would report to Jose since the strategic objectives were much to do with operations and finance. Periodically, the program manager would need to give status reports to the whole leadership team, including Danielle. Your Role: After two rounds of interviews, you have been chosen for the Program Manager role. Congratulations! You will have access to a "Documents" folder to do some factfinding and try to make meaning of the information thus far. Your supervisor is Jose Rodriguez, and any memo should be addressed to him. Keep in mind that other members of the leadership team might email you. Appendix A outlines your job description. Upon your first check-in with Jose, you agreed to a tentative schedule of deliverables, which is also found in Appendix A. Jose and the other senior leaders have compiled templates and resources that might be useful to you and placed them in the folder titled "organizational assets." For this program, it was agreed upon that Jose would serve as your Program Sponsor.Appendix A Job Description and Expectations Job Title: Program Manager Reports to: Jose Rodriguez, COO Salary: $95,00-120,000 USD, commensurate with experience Responsibilities and Duties: Planning and monitoring program execution . Creating and managing a budget Project coordination and managing project interdependencies Oversee the realization of benefits and strategic objectives Create the necessary program documentation such as business cases and program charters Stakeholder communications, negotiations, and problem-solving . Aligning or realigning deliverables with program outcomes Provide status reports as needed Provide feedback to strategy formulation Hire, supervise, and terminate if necessary project managers Cross-project resource management . . Identifying and addressing problems and risks Other tasks might be assigned. Email from Jose - Follow up to first check-in! From: Jose Rodriguez To: Program Manager Subject: Follow Up I am so excited to have you on board! I think you will add a tremendous amount of value as we navigate our new organizational strategy. Since this is a new role for the organization, I want to make sure we are doing all we can to support you and set you up to succeed. Per our discussion today, I wanted to follow up with the expectations and deliverables we agreed on. Expectations Week 1 - Review all the documents and make meaning. Week 2/3 - Complete the following deliverables, with the data you have, to the best of your ability: -Benefit realization plan -Benefit register Business Case Week 3/4 - Complete the following deliverables, with the data you have, to the best of your ability: -Program briefFor Educational Purposes -Program Component List -Program Roadmap -Program procurement standards Week 5 - Complete the following deliverables, with the data you have, to the best of your ability: -Governance framework Ongoing: Complete the following deliverables, with the data you have, to the best of your ability: -Check-in with governance team and gain approval Closing of Program: Complete the following deliverables, with the data you have, to the best of your ability: -Benefit Transition Plan* "A program would never be closed so fast after its inception in the "real world," but we will close it in this case to demonstrate the program management competencies