Scenario 1: Techno Company consider a project that costs $10,000 today. It will provide benefits of $4,000 at the end of year 1, $3,500 at the end of year 2, and $3,500 at the year of year 3. The discount rate is 6 percent per annum. Techno company CEO has strict financial objective to accept the project that provide benefit return of more than its cost ($10,000) to the company. Projects that are aligned to strategic objective are 57% more likely to deliver their business benefit has to be accepted. It should create value to the company. The wastage should not be more than 25%.

Question 1: Analyse benefit of project and assess the project benefit deliverables from constituent project according to benefit measurement approach and justify it. Will Techno company CEO accept the project or not, based on analysed benefit?

Question 2: Based on scenario 1, assess the case according to benefit measurement approach and align the benefits of Techno Company which can be analysed to organisational objectives?

Scenario 2: In Uniliver Corporation a seller is giving you so much trouble that your time available allocated to the project has gone from 20% to over 80% for this small piece of the overall project. He is changing deliverables every time without communicating on time with stakeholders. Most of the seller's deliverables are late and inadequate, and you have little confidence in his company's ability to complete the project.

Question 1: Based on Scenario 2, how Uniliver Corporation assess deliverables from projects according to benefits measurement approach?

Question 2: Based on Scenario 2, what are the decision making techniques you can use to analyse the situation and assess benefits? Note: Learner can use decision making theory to respond to this question.

Question 3: How Uniliver Corporation did address variances in delivery of expected benefits?

Scenario 3: The York Management School has been widely used in practice by governmental and other organisations to inform policy on issues which involve a trade-off between short-term and long-term benefits by measuring progress toward delivery of expected benefits with key stakeholders.

Question 1: Define expected short- and long-term benefits or trade-offs of The York Management School by measuring progress toward delivery of expected benefits with key stakeholders? Scenario 4 : The three companies(Alpha, Beta Gamma) represent different kinds of internationally operating construction companies. The companies' line of business includes manufacturing as well as retailing construction products. Some of the companies are competitors to each other and some are customers to others. All companies have operations and offices in Finland, even though their ownership is not necessarily Finnish. All companies operate on international markets, some more extensively than others, but a combining factor is operating in the Baltic Countries. Companies are all parts of larger corporations and therefore corporate level policies affect the companies' decisions to some extent. The companies, and corporations they are part of, have been operating for decades even though not necessarily in the present structure. During recent years progress toward delivery of expected benefits with key stakeholders changes of ownership have affected structure, processes and resource allocation in companies have operated under the same establishment for a longer period of time.

Question 1: How the companies (Alpha, Beta Gamma) measure and report progress toward delivery of expected benefits with key stakeholders?

Question 2: Based on above Scenario 4, how companies (Alpha, Beta Gamma) manage benefits for a program of work? Scenario 5: Simba Company is the large manufacturing company, expected delivery of a very critical piece of manufacturing equipment purchased by the buyer, but to be installed by the project's general contractor, was significantly delayed by six weeks. The company would assess project and program performance against its respective plans The original estimated delivery date for this equipment was provided to all the general contractors that bid the project as part of the bid documents. The bidders were specifically instructed to depend on this delivery date during the preparation of these bids.

Question 1: Assess how Simba Company project and program performance against respective plans?

Question 2: Based on above Scenario 5, how Simba Company used program benefits theory and what types of program benefit they used in their company?

Scenario 6: Xerox Construction Company requires a low level of consideration for sustainable use of materials. While the building industry clearly requires criteria to evaluate the effectiveness of strategies for the sustainable use of construction materials, they provides no quantifying method to measure the effectiveness of sustainable building practices. Due to its lack of consideration of building lifecycle versus construction and running costs, might be considered the main obstacle to implementing more sustainable construction practices. This research include an analysis of the effects of the cultural, social, and environmental factors on the residential lots criteria approached to the sustainable criteria for singular poor families. They need to monitor and evaluate internal and external program contexts for circumstances that may require changes to the expected benefits This need to make balancing process among the importance of these factors.

Question 1: Read the case study to answer the question: What are key internal and external program company can introduce under different circumstances ( environmental, social and cultural issues) that may require changes?

Question 2: Based on above case study, list the, process or steps that company can use to monitor and evaluate the internal and external program? Scenario 7: Sterling Company created and updated the benefits realisation plan throughout the project, aim to revisit the plan at agreed review points once the project has been completed. This can help you decide whether the changes made are still delivering the desired benefits. If not, you need to consider corrective action. To realise the full benefits in your plan, you may have to 'sell' your change project to key individuals to ensure proper buy-in. The benefits will only be realised if all parties are on board and working towards the same outcome.

Question 1: Forecast program benefits realisation plan hypothetically?