This guidance can be used by practitioners, decision makers and those implementing benefits management in their organisation. It provides a generic approach that can be tailored to suit your organisation. The guidance can be used for both Better Business Case (BBC) and non BBC investments.
1 Why is benefits management important?
2 Benefits management expectations in the State Services
- 2.1 National economy perspective (wellbeing)
- 2.2 Cabinet office circular CO (19) 6 expectations
- 2.3 Other expectations
- 2.4 Legislation
- 2.5 Cabinet expectations for identifying wider benefits
- 2.6 Industry guidance on benefits management
3 About this guidance
- 3.1 Symbols used in this Guidance
- 3.2 Questions and feedback
- 3.3 Further information
4 What is benefits management?
- 4.1 Linking benefits to outputs and outcomes
- 4.2 Benefits management framework
- 4.3 Benefits management strategy
- 4.4 Alignment of of Benefits Management Lifecycle to Better Business CasesTM (BBC)
- 4.5 Benefits management in the wider context
- 4.6 Benefits management for Agile projects
5 Benefits management principles
6 Main activities at each stage of the Benefits Management Life Cycle
7 Process flow for benefits activities
8 Benefits identification
- 8.1 Benefits map
- 8.2 Benefits profiles
- 8.3 Benefits strategic contribution
- 8.4 Benefits categorisation
- 8.5 Benefits measures
- 8.6 Benefits dependencies
- 8.7 Risks
- 8.8 Benefits realisation plan (BRP)
- 8.9 Stakeholders
- 8.10 Other considerations
9 Benefits analysis
- 9.1 Monetary and non-monetary benefits
- 9.2 Benefits attribution
- 9.3 Measures
10 Benefits planning
- 10.1 Benefits register
- 10.2 Benefits realisation schedule
11 Benefit realisation and reporting
- 11.1 Monitoring and reporting
- 11.2 Identifying emerging benefits
- 11.3 Change management and embedding into business-as-usual
- 11.4 Lessons learned
12 The role of assurance and benefits
- 12.1 Investment reviews
- 12.2 Operational and benefits realisation review
- 12.3 Project assurance process
- 12.4 Benefit owners