The BCS Benefits Planning and Realisation course covers all the key approaches and techniques you need to identify, manage and realise business benefits effectively. This includes categorising and quantifying benefits, planning for benefits delivery and managing the business case through the change process. We’ll also look at the benefits dependency network and how to develop a financial case for business change.
Candidates for this course must hold a BCS International Diploma in Business Analysis
During this three day course you’ll receive all the training you need to prepare for the BCS Benefits Planning and Realisation Professional certificate examination. A pass means you’re another step closer to achieving the BCS International Advanced Diploma in Business Analysis. One last thing; this course also enables you to develop SFIA skills BENM, level 5.
For delegates attending a classroom, virtual classroom or online course, the exam may be taken remotely using the BCS online proctoring service. This exam consists of 40 multiple-choice questions with a pass mark of 26/40.
Learn how to identify, manage and realise business benefits effectively with the Benefits Planning and Realisation course. The course is a Business Skills module within the BCS (ISEB) Advanced International Diploma in Business Analysis.
Benefits Planning and Realisation (a three-day course)
Course Content
The context for benefits management (10%)
- Issues with the relationship of IS/IT delivery to benefits
- Characteristics of a benefits management approach
- Value and the value proposition
- Value chains and value networks
- External value chain analysis
- Internal value chain analysis
- Alternative value chain configurations
The benefits management lifecycle (25%)
- The rationale for benefits management
- An overview of the benefits management process
- Identifying and structuring benefits
- Planning benefits realisation
- Executing the benefits plan
- Reviewing and evaluating the results
- Establishing the potential for further benefits
Identifying drivers, benefits and establishing a benefits
dependency network (25%)
- Why: Identifying business and organisational drivers
- Establishing investment objectives
- Linking business benefits to drivers
- What: the business benefits
- Benefit owners
- Change owners
- How: the benefits dependency network
- Business changes
- Enabling changes
- IS/IT enablers
Building the business case (15%)
- The rationale of the business case
- A structure for analysing and describing benefits
- Observable benefits
- Measurable benefits
- Quantifiable benefits
- Financial benefits
- Quantifying the benefits & overcoming the measurable to quantifiable barrier
- Financial benefits
- Cost reductions
- Revenue increases
- Investment appraisal
- Payback
- Discounted cash flow/Net present value
- Internal rate of return
- Risk assessment
- Completing the business case
Stakeholder and change management (10%)
- Assessing the feasibility of achieving the benefits
- Stakeholder analysis and management techniques
- Power and influence
- Benefits and change
- Completing the benefits plan
- Change management strategies
Implementing a benefits management approach (10%)
- Rationale for introducing benefits management
- Initiating and managing a benefits-driven project
- Roles within benefits management
- The project sponsor
- The business project manager
- The project management office
- The benefits plan and the project plan
- Benefits management workshops
- Reviewing and evaluating results/benefits review meeting
- Establishing potential for further benefits
- Monitoring the benefits after implementation
- embedding the benefits
- disaggregating benefits
- A maturity model for organisational benefits
The future of benefits management (5%)
- Benefits management and strategy
- Future trends in IS/IT and the implications for benefits management
