APPPM Tools Force technology - Revision history

Thorrohdin at 09:45, 9 March 2020

2020-03-09T09:45:56Z

Thorrohdin at 09:32, 9 March 2020

2020-03-09T09:32:05Z

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Thorrohdin at 09:05, 9 March 2020

2020-03-09T09:05:52Z

← Older revision		Revision as of 09:05, 9 March 2020
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	[[Category:Portfolio Management]]		[[Category:Portfolio Management]]

	~~== Introduction ==~~
	This article provides a description of different selected tools within the APPPM framework to be considered when		This article provides a description of different selected tools within the APPPM framework to be considered when

	~~== Tools ==~~

	=== Benefits register ===		== Benefits register ==
	Benefits register is a document that collects and lists the planned benefits from a program. It is a very useful artefact for a program manager because the success or failure of a program is determined primarily by the benefits that were planned and actually delivered. The benefits register is created during the benefits identification stage of program management (PMI) and subsequently updated and refined. It is used for measurement and communication. The benefits register should contain the following.		Benefits register is a document that collects and lists the planned benefits from a program. It is a very useful artefact for a program manager because the success or failure of a program is determined primarily by the benefits that were planned and actually delivered. The benefits register is created during the benefits identification stage of program management (PMI) and subsequently updated and refined. It is used for measurement and communication. The benefits register should contain the following.

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	* Stakeholders responsible for benefit delivery		* Stakeholders responsible for benefit delivery

	=== Benefits realization plan ===		== Benefits realization plan ==
	A Benefits Realization Plan is created during the benefits analysis and planning phase of program management (PMI). The benefits realization plan formally documents the activities necessary to achieve the program’s planned benefits. The plan should achieve the following purposes:		A Benefits Realization Plan is created during the benefits analysis and planning phase of program management (PMI). The benefits realization plan formally documents the activities necessary to achieve the program’s planned benefits. The plan should achieve the following purposes:

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	* Establish a process to monitor the extent to which a program is able to meet the desired benefits		* Establish a process to monitor the extent to which a program is able to meet the desired benefits

	=== Business Model Canvas (BMC) ===		== Business Model Canvas (BMC) ==
	The Business Model Canvas is a tool for systematically develop new or documenting existing business models. It helps scope an organizations business model by a series of building blocks that are interdependent and influential on each other.		The Business Model Canvas is a tool for systematically develop new or documenting existing business models. It helps scope an organizations business model by a series of building blocks that are interdependent and influential on each other.
	[[File:Pic1.png\|right\|600px\|caption heading]]		[[File:Pic1.png\|right\|600px\|caption heading]]
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	How much does every revenue stream contribute to the overall revenues?		How much does every revenue stream contribute to the overall revenues?

	=== Value Proposition Canvas (VPC)===		== Value Proposition Canvas (VPC)==
	The Value Proposition Canvas can be described as an addition to the Business Model Canvas, which both gives the opportunity to go into more detail in describing the Value Proposition and ensure that there is a connection between the business model, customer segment and Value Proposition.		The Value Proposition Canvas can be described as an addition to the Business Model Canvas, which both gives the opportunity to go into more detail in describing the Value Proposition and ensure that there is a connection between the business model, customer segment and Value Proposition.
	[[File:Ftpic2.png\|right\|300px\|caption heading]]		[[File:Ftpic2.png\|right\|300px\|caption heading]]
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	If you have several customer segments you can design a value proposition for each of these.		If you have several customer segments you can design a value proposition for each of these.

	=== Power Interest matix (Influence v.s interest)===		== Power Interest matix (Influence v.s interest)==
	The Power Interest Matrix is a tool intended to create an overview of the stakeholders’ position in a project, program or Portfolio. The matric shows how much influence (Power) and/or interest a stakeholder has on/in the project, program or portfolio. In more advanced models a suggestion for how to handle or communicate with the stakeholder, is also displayed. One stakeholder at a time they are placed in the matrix according to how much interest (horizontal axis) and power/influence (vertical axis), they have. For example, an investor more or less always has very high influence on a project but may not have very much interest.		The Power Interest Matrix is a tool intended to create an overview of the stakeholders’ position in a project, program or Portfolio. The matric shows how much influence (Power) and/or interest a stakeholder has on/in the project, program or portfolio. In more advanced models a suggestion for how to handle or communicate with the stakeholder, is also displayed. One stakeholder at a time they are placed in the matrix according to how much interest (horizontal axis) and power/influence (vertical axis), they have. For example, an investor more or less always has very high influence on a project but may not have very much interest.

	===RACI diagram===		==RACI diagram==
	RACI or R.A.C.I. is an acronym for Responsible, Accountable, Consulted and Informed. The R.A.C.I. diagram is a tool that can help identify if certain activities may encounter problems. It can also help to identify if a person may be overloaded in a certain area.		RACI or R.A.C.I. is an acronym for Responsible, Accountable, Consulted and Informed. The R.A.C.I. diagram is a tool that can help identify if certain activities may encounter problems. It can also help to identify if a person may be overloaded in a certain area.

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	If an activity has a lot of stakeholders who needs to be consulted it can indicate that the activity needs to be monitored closely as the process of getting information from various stakeholders can be time consuming and therefore lead to missing deadlines or failed completion.		If an activity has a lot of stakeholders who needs to be consulted it can indicate that the activity needs to be monitored closely as the process of getting information from various stakeholders can be time consuming and therefore lead to missing deadlines or failed completion.

			==The Golden Circle==
			[[File:Ftpic4.png\|right\|150px\|caption heading]]
			The Golden Circle is a tool to help create a purposeful driven project by asking the three questions: why? How? And what? These questions help clarifying the purpose and scope of a project. Though this tool seems rather redundant, it tends to be a catalyst for a purposeful scope of a project.
			The Golden Circle is defined by author and organizational consultant, Simon Senik, who states: ”Companies focusing on why they do it are more likely to succeed compared to companies focusing on what they are doing”

	===Cause and Effect Diagram===		==Cause and Effect Diagram==

	A cause-and-effect diagram (also called fishbone diagram or Ishikawa diagram) is a graphical representation of the causes behind an effect.		A cause-and-effect diagram (also called fishbone diagram or Ishikawa diagram) is a graphical representation of the causes behind an effect.
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	The diagram is helpful in the process of gaining an overview of the causes behind an effect. Along the large horizontal line are branches the depicts the major causes, on these are subbranches that depicts root causes. The diagram can include as many branch-levels as required. The diagram can also be a useful method to depict causes under different categorizes.		The diagram is helpful in the process of gaining an overview of the causes behind an effect. Along the large horizontal line are branches the depicts the major causes, on these are subbranches that depicts root causes. The diagram can include as many branch-levels as required. The diagram can also be a useful method to depict causes under different categorizes.

			==Output, Outcome, Benefits==
			[[File:Ftpic5.png\|frame\|right\|200px\|caption heading]]
			The “Output, outcome, benefits” tool is typically used to specify a purpose by scoping it into three subcategories: the project’s output(s), outcome(s) and benefits. These subcategories help to gain a clearer understanding and overview of a project. This tool can be used early in a project phase to create a common understanding for the wanted result(s) of a project.

	===Program Roadmap===		==Program Roadmap==

	The Program Roadmap depicts the programs strategic alignment and sets up a timetable for the delivery of strategic benefits. The Program Roadmap is used to get a graphically overview of a program’s direction and the dependencies between different components and milestones. It is a valuable tool for the assessment of a program’s progress and can be used to track if the program is achieving the expected goals and benefits.		The Program Roadmap depicts the programs strategic alignment and sets up a timetable for the delivery of strategic benefits. The Program Roadmap is used to get a graphically overview of a program’s direction and the dependencies between different components and milestones. It is a valuable tool for the assessment of a program’s progress and can be used to track if the program is achieving the expected goals and benefits.

	A Program Roadmap is a chronological representation of the programs activities and intended direction. It can include major milestones like decision points and deliverables. The roadmap helps to establish the linkage between the planned strategy and the planned work in the program.		A Program Roadmap is a chronological representation of the programs activities and intended direction. It can include major milestones like decision points and deliverables. The roadmap helps to establish the linkage between the planned strategy and the planned work in the program.

	~~===The Golden Circle===~~		==SMART Criteria==
	~~[[File:Ftpic4.png\|right\|150px\|caption heading]]~~		[[File:Ftpic6.png\|frame\|right\|100px\|caption heading]]
	The Golden Circle is a tool to help create a purposeful driven project by asking the three questions: why? How? And what? These questions help clarifying the purpose and scope of a project. Though this tool seems rather redundant, it tends to be a catalyst for a purposeful scope of a project.
	The Golden Circle is defined by author and organizational consultant, Simon Senik, who states: ”Companies focusing on why they do it are more likely to succeed compared to companies focusing on what they are doing”

	~~===Output, Outcome, Benefits===~~
	~~[[File:Ftpic5.png\|right\|200px\|caption heading]]~~
	The “Output, outcome, benefits” tool is typically used to specify a purpose by scoping it into three subcategories: the project’s output(s), outcome(s) and benefits. These subcategories help to gain a clearer understanding and overview of a project. This tool can be used early in a project phase to create a common understanding for the wanted result(s) of a project.

	===SMART Criteria===
	[[File:Ftpic6.png\|right\|~~300px~~\|caption heading]]
	In order to successfully reach a goal, it is important to create “SMART” criteria. The word smart is an acronym for: specific, measurable, achievable, realistic and time bound. This tool analyses and evaluates whether criteria are clear and reachable. If a criterion fulfills all the five categories, it is considered smart.		In order to successfully reach a goal, it is important to create “SMART” criteria. The word smart is an acronym for: specific, measurable, achievable, realistic and time bound. This tool analyses and evaluates whether criteria are clear and reachable. If a criterion fulfills all the five categories, it is considered smart.

Thorrohdin at 08:37, 9 March 2020

2020-03-09T08:37:34Z

← Older revision		Revision as of 08:37, 9 March 2020
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	== Introduction ==		== Introduction ==
	~~hej~~		This article provides a description of different selected tools within the APPPM framework to be considered when

	== Tools ==		== Tools ==

Thorrohdin at 08:32, 9 March 2020

2020-03-09T08:32:18Z

← Older revision		Revision as of 08:32, 9 March 2020
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	=== Value Proposition Canvas (VPC)===		=== Value Proposition Canvas (VPC)===
	The Value Proposition Canvas can be described as an addition to the Business Model Canvas, which both gives the opportunity to go into more detail in describing the Value Proposition and ensure that there is a connection between the business model, customer segment and Value Proposition.		The Value Proposition Canvas can be described as an addition to the Business Model Canvas, which both gives the opportunity to go into more detail in describing the Value Proposition and ensure that there is a connection between the business model, customer segment and Value Proposition.
	[[File:~~Ftpic3~~.png\|right\|300px\|caption heading]]		[[File:Ftpic2.png\|right\|300px\|caption heading]]

	The model is divided into two parts. A customer section and a product section that both correspond to the corresponding parts of the Business Model Canvas.		The model is divided into two parts. A customer section and a product section that both correspond to the corresponding parts of the Business Model Canvas.

Thorrohdin at 08:31, 9 March 2020

2020-03-09T08:31:09Z

← Older revision		Revision as of 08:31, 9 March 2020
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	=== Value Proposition Canvas (VPC)===		=== Value Proposition Canvas (VPC)===
	The Value Proposition Canvas can be described as an addition to the Business Model Canvas, which both gives the opportunity to go into more detail in describing the Value Proposition and ensure that there is a connection between the business model, customer segment and Value Proposition.		The Value Proposition Canvas can be described as an addition to the Business Model Canvas, which both gives the opportunity to go into more detail in describing the Value Proposition and ensure that there is a connection between the business model, customer segment and Value Proposition.
			[[File:Ftpic3.png\|right\|300px\|caption heading]]

	The model is divided into two parts. A customer section and a product section that both correspond to the corresponding parts of the Business Model Canvas.		The model is divided into two parts. A customer section and a product section that both correspond to the corresponding parts of the Business Model Canvas.
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	===The Golden Circle===		===The Golden Circle===
	[[File:~~Ftpic3~~.png\|right\|~~600px~~\|caption heading]]		[[File:Ftpic4.png\|right\|150px\|caption heading]]
	The Golden Circle is a tool to help create a purposeful driven project by asking the three questions: why? How? And what? These questions help clarifying the purpose and scope of a project. Though this tool seems rather redundant, it tends to be a catalyst for a purposeful scope of a project.		The Golden Circle is a tool to help create a purposeful driven project by asking the three questions: why? How? And what? These questions help clarifying the purpose and scope of a project. Though this tool seems rather redundant, it tends to be a catalyst for a purposeful scope of a project.
	The Golden Circle is defined by author and organizational consultant, Simon Senik, who states: ”Companies focusing on why they do it are more likely to succeed compared to companies focusing on what they are doing”		The Golden Circle is defined by author and organizational consultant, Simon Senik, who states: ”Companies focusing on why they do it are more likely to succeed compared to companies focusing on what they are doing”

	===Output, Outcome, Benefits===		===Output, Outcome, Benefits===
	[[File:Ftpic5.png\|right\|~~600px~~\|caption heading]]		[[File:Ftpic5.png\|right\|200px\|caption heading]]
	The “Output, outcome, benefits” tool is typically used to specify a purpose by scoping it into three subcategories: the project’s output(s), outcome(s) and benefits. These subcategories help to gain a clearer understanding and overview of a project. This tool can be used early in a project phase to create a common understanding for the wanted result(s) of a project.		The “Output, outcome, benefits” tool is typically used to specify a purpose by scoping it into three subcategories: the project’s output(s), outcome(s) and benefits. These subcategories help to gain a clearer understanding and overview of a project. This tool can be used early in a project phase to create a common understanding for the wanted result(s) of a project.

	===SMART Criteria===		===SMART Criteria===
	[[File:Ftpic6.png\|right\|~~600px~~\|caption heading]]		[[File:Ftpic6.png\|right\|300px\|caption heading]]
	In order to successfully reach a goal, it is important to create “SMART” criteria. The word smart is an acronym for: specific, measurable, achievable, realistic and time bound. This tool analyses and evaluates whether criteria are clear and reachable. If a criterion fulfills all the five categories, it is considered smart.		In order to successfully reach a goal, it is important to create “SMART” criteria. The word smart is an acronym for: specific, measurable, achievable, realistic and time bound. This tool analyses and evaluates whether criteria are clear and reachable. If a criterion fulfills all the five categories, it is considered smart.

Thorrohdin at 08:27, 9 March 2020

2020-03-09T08:27:59Z

← Older revision		Revision as of 08:27, 9 March 2020
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	[[Category:Portfolio Management]]		[[Category:Portfolio Management]]
	~~hej~~

	== Introduction ==		== Introduction ==
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	The Program Roadmap depicts the programs strategic alignment and sets up a timetable for the delivery of strategic benefits. The Program Roadmap is used to get a graphically overview of a program’s direction and the dependencies between different components and milestones. It is a valuable tool for the assessment of a program’s progress and can be used to track if the program is achieving the expected goals and benefits.		The Program Roadmap depicts the programs strategic alignment and sets up a timetable for the delivery of strategic benefits. The Program Roadmap is used to get a graphically overview of a program’s direction and the dependencies between different components and milestones. It is a valuable tool for the assessment of a program’s progress and can be used to track if the program is achieving the expected goals and benefits.

	A Program Roadmap is a chronological representation of the programs activities and intended direction. It can include major milestones like decision points and deliverables. The roadmap helps to establish the linkage between the planned strategy and the planned work in the program.		A Program Roadmap is a chronological representation of the programs activities and intended direction. It can include major milestones like decision points and deliverables. The roadmap helps to establish the linkage between the planned strategy and the planned work in the program.

	===The Golden Circle===		===The Golden Circle===
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	===Output, Outcome, Benefits===		===Output, Outcome, Benefits===
			[[File:Ftpic5.png\|right\|600px\|caption heading]]
	The “Output, outcome, benefits” tool is typically used to specify a purpose by scoping it into three subcategories: the project’s output(s), outcome(s) and benefits. These subcategories help to gain a clearer understanding and overview of a project. This tool can be used early in a project phase to create a common understanding for the wanted result(s) of a project.		The “Output, outcome, benefits” tool is typically used to specify a purpose by scoping it into three subcategories: the project’s output(s), outcome(s) and benefits. These subcategories help to gain a clearer understanding and overview of a project. This tool can be used early in a project phase to create a common understanding for the wanted result(s) of a project.

			===SMART Criteria===
			[[File:Ftpic6.png\|right\|600px\|caption heading]]
			In order to successfully reach a goal, it is important to create “SMART” criteria. The word smart is an acronym for: specific, measurable, achievable, realistic and time bound. This tool analyses and evaluates whether criteria are clear and reachable. If a criterion fulfills all the five categories, it is considered smart.

Thorrohdin at 08:24, 9 March 2020

2020-03-09T08:24:35Z

← Older revision		Revision as of 08:24, 9 March 2020
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	=== Business Model Canvas (BMC) ===		=== Business Model Canvas (BMC) ===
	The Business Model Canvas is a tool for systematically develop new or documenting existing business models. It helps scope an organizations business model by a series of building blocks that are interdependent and influential on each other.		The Business Model Canvas is a tool for systematically develop new or documenting existing business models. It helps scope an organizations business model by a series of building blocks that are interdependent and influential on each other.
	[[File:~~Example~~.~~jpg~~]]		[[File:Pic1.png\|right\|600px\|caption heading]]
	''Key Partners'' <br\>		''Key Partners'' <br\>
	Who are the key partners/suppliers? <br\>		Who are the key partners/suppliers? <br\>
	What are the motivations for the partnership?		What are the motivations for the partnership?

	''Key Activities''		''Key Activities'' <br\>
	What key activities does the value proposition require?		What key activities does the value proposition require? <br\>
	What is the organizations key product/service?		What is the organizations key product/service?

	''Value Proposition''		''Value Proposition'' <br\>
	What core values do the organization provide?		What core values do the organization provide? <br\>
	What costumer needs are the organization satisfying?		What costumer needs are the organization satisfying?

	''Costumer Relationship''		''Costumer Relationship'' <br\>
	How do the organization interact with the costumer?		How do the organization interact with the costumer? <br\>

	Costumer Segment		''Costumer Segment'' <br\>
	Which type of costumer do the organization create value for?		Which type of costumer do the organization create value for? <br\>
	Who is the most important customer?		Who is the most important customer?

	Key Resources		''Key Resources'' <br\>
	What key resources does the value proposition require?		What key resources does the value proposition require? <br\>
	What resources are important in distribution channels, customer relationships, revenue stream…?		What resources are important in distribution channels, customer relationships, revenue stream…?

	Distribution Channel		''Distribution Channel'' <br\>
	Through which channels do the customers want to be reached?		Through which channels do the customers want to be reached? <br\>
	Which channels work best?		Which channels work best? <br\>
	How can the channels be integrated into the organizations’ and your customers’ routines?		How can the channels be integrated into the organizations’ and your customers’ routines?

	Cost Structure		''Cost Structure'' <br\>
	What is the organization spending money on?		What is the organization spending money on? <br\>
	Which key resources/activities are most expensive?		Which key resources/activities are most expensive?

	Revenue Stream		''Revenue Stream'' <br\>
	For what value are the customers willing to pay?		For what value are the customers willing to pay? <br\>
	What and how do they recently pay? How would they prefer to pay?		What and how do they recently pay? How would they prefer to pay? <br\>
	How much does every revenue stream contribute to the overall revenues?		How much does every revenue stream contribute to the overall revenues?

			=== Value Proposition Canvas (VPC)===
			The Value Proposition Canvas can be described as an addition to the Business Model Canvas, which both gives the opportunity to go into more detail in describing the Value Proposition and ensure that there is a connection between the business model, customer segment and Value Proposition.

			The model is divided into two parts. A customer section and a product section that both correspond to the corresponding parts of the Business Model Canvas.

			Start of by describing the costumer segment.
			; 1) Costumer Jobs
			:Consider what “jobs” they have that need to be addressed. What do they want to get done?
			; 2) Pain
			:What pains do they experience? What frustrates them by costs, experience, time, budget etc.
			; 3) Gain
			: What gains do they want to experience? What do they expect?

			A good exercise is to prioritize these three elements. What jobs, pains and gains are most important to your customer?

			Then design the value proposition.
			; 1) Product and services
			: List the products or services the organization has or potentially can develop that could solve the “costumer jobs”.
			; 2) Pain relievers.
			: How does the products/services help the costumer to experience less “pain”?
			; 3) Gain Creators.
			: How does the products/services create value or “gains” for the costumers?

			Make sure the pain relievers match the costumers’ “pains” and that the products and/or services match the costumers’ most important “gains”.

			Next, check to see if the image of the customer segment holds. Then adjust the value proposition according to the results.

			If you have several customer segments you can design a value proposition for each of these.

			=== Power Interest matix (Influence v.s interest)===
			The Power Interest Matrix is a tool intended to create an overview of the stakeholders’ position in a project, program or Portfolio. The matric shows how much influence (Power) and/or interest a stakeholder has on/in the project, program or portfolio. In more advanced models a suggestion for how to handle or communicate with the stakeholder, is also displayed. One stakeholder at a time they are placed in the matrix according to how much interest (horizontal axis) and power/influence (vertical axis), they have. For example, an investor more or less always has very high influence on a project but may not have very much interest.

			===RACI diagram===
			RACI or R.A.C.I. is an acronym for Responsible, Accountable, Consulted and Informed. The R.A.C.I. diagram is a tool that can help identify if certain activities may encounter problems. It can also help to identify if a person may be overloaded in a certain area.

			The diagram consists of all the relevant stakeholders (as the columns) and all the activities (as rows) of the scope. For every activity there must be a stakeholder who is accountable and one that is responsible. It does not have to be the same. There can be only one person who is accountable for an activity. Not all stakeholders have to be associated with every activity. Informed is used for stakeholders who merely needs to be aware of the activity and consulted is for a stakeholder from who the activity needs something.

			If an activity has a lot of stakeholders who needs to be consulted it can indicate that the activity needs to be monitored closely as the process of getting information from various stakeholders can be time consuming and therefore lead to missing deadlines or failed completion.


			===Cause and Effect Diagram===

			A cause-and-effect diagram (also called fishbone diagram or Ishikawa diagram) is a graphical representation of the causes behind an effect.

			The diagram is helpful in the process of gaining an overview of the causes behind an effect. Along the large horizontal line are branches the depicts the major causes, on these are subbranches that depicts root causes. The diagram can include as many branch-levels as required. The diagram can also be a useful method to depict causes under different categorizes.


			===Program Roadmap===

			The Program Roadmap depicts the programs strategic alignment and sets up a timetable for the delivery of strategic benefits. The Program Roadmap is used to get a graphically overview of a program’s direction and the dependencies between different components and milestones. It is a valuable tool for the assessment of a program’s progress and can be used to track if the program is achieving the expected goals and benefits.

			A Program Roadmap is a chronological representation of the programs activities and intended direction. It can include major milestones like decision points and deliverables. The roadmap helps to establish the linkage between the planned strategy and the planned work in the program.

			===The Golden Circle===
			[[File:Ftpic3.png\|right\|600px\|caption heading]]
			The Golden Circle is a tool to help create a purposeful driven project by asking the three questions: why? How? And what? These questions help clarifying the purpose and scope of a project. Though this tool seems rather redundant, it tends to be a catalyst for a purposeful scope of a project.
			The Golden Circle is defined by author and organizational consultant, Simon Senik, who states: ”Companies focusing on why they do it are more likely to succeed compared to companies focusing on what they are doing”

			===Output, Outcome, Benefits===
			The “Output, outcome, benefits” tool is typically used to specify a purpose by scoping it into three subcategories: the project’s output(s), outcome(s) and benefits. These subcategories help to gain a clearer understanding and overview of a project. This tool can be used early in a project phase to create a common understanding for the wanted result(s) of a project.

Thorrohdin at 07:55, 9 March 2020

2020-03-09T07:55:36Z

@@ Line 10: / Line 10: @@
 Benefits register is a document that collects and lists the planned benefits from a program. It is a very useful artefact for a program manager because the success or failure of a program is determined primarily by the benefits that were planned and actually delivered. The benefits register is created during the benefits identification stage of program management (PMI) and subsequently updated and refined. It is used for measurement and communication. The benefits register should contain the following.
-•	A list of the planned benefits
+*  A list of the planned benefits
-•	Key Performance Indicators (KPI) that will tell if the benefits have been realized
+*  Key Performance Indicators (KPI) that will tell if the benefits have been realized
-•	Thresholds (eg. “What is the minimum expectation in regard to a certain benefit?)
+*  Thresholds (eg. “What is the minimum expectation in regard to a certain benefit?)
-•	Method of measuring the benefit (eg. Finanical measures for financial benefits. Can be more complex for intangble benefits like “team well-being")
+*  Method of measuring the benefit (eg. Finanical measures for financial benefits. Can be more complex for intangble benefits like “team well-being")
-•	Mapping of planned benefits to program components (which components are responsible for realising a benefit?)
+*  Mapping of planned benefits to program components (which components are responsible for realising a benefit?)
-•	Status or progress indicator (how far is the realization of the benefit?)
+*  Status or progress indicator (how far is the realization of the benefit?)
-•	Milestones for benefit achievement
+*  Milestones for benefit achievement
-•	Stakeholders responsible for benefit delivery
+*  Stakeholders responsible for benefit delivery

Thorrohdin at 07:40, 9 March 2020

2020-03-09T07:40:38Z

← Older revision		Revision as of 07:40, 9 March 2020
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	== Tools ==		== Tools ==

	== ~~Tool 1~~ ==		=== Benefits register ===
	~~Her beskrives tool 1~~		Benefits register is a document that collects and lists the planned benefits from a program. It is a very useful artefact for a program manager because the success or failure of a program is determined primarily by the benefits that were planned and actually delivered. The benefits register is created during the benefits identification stage of program management (PMI) and subsequently updated and refined. It is used for measurement and communication. The benefits register should contain the following.

			• A list of the planned benefits
			• Key Performance Indicators (KPI) that will tell if the benefits have been realized
			• Thresholds (eg. “What is the minimum expectation in regard to a certain benefit?)
			• Method of measuring the benefit (eg. Finanical measures for financial benefits. Can be more complex for intangble benefits like “team well-being")
			• Mapping of planned benefits to program components (which components are responsible for realising a benefit?)
			• Status or progress indicator (how far is the realization of the benefit?)
			• Milestones for benefit achievement
			• Stakeholders responsible for benefit delivery

← Older revision		Revision as of 09:45, 9 March 2020
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	This article provides a description of different selected tools within the APPPM framework to be considered ~~whe~~		This article is a product of literature review associated with the case study of founding a new department within Force Technology. The article provides a description of different selected tools within the APPPM framework to be considered when analyzing current and future state of the company and recommending APPPM strategies.


	== Benefits register ==		== Benefits register ==
	Benefits register is a document that collects and lists the planned benefits from a program. It is a very useful ~~artefact~~ for a program manager because the success or failure of a program is determined primarily by the benefits that were planned and actually delivered. The benefits register is created during the benefits identification stage of program management (PMI) and subsequently updated and refined. It is used for measurement and communication. The benefits register should contain the following.		Benefits register is a document that collects and lists the planned benefits from a program. It is a very useful artifact for a program manager because the success or failure of a program is determined primarily by the benefits that were planned and actually delivered. The benefits register is created during the benefits identification stage of program management (PMI) and subsequently updated and refined. It is used for measurement and communication. The benefits register should contain the following.

	* A list of the planned benefits		* A list of the planned benefits
	* Key Performance Indicators (KPI) that will tell if the benefits have been realized		* Key Performance Indicators (KPI) that will tell if the benefits have been realized
	* Thresholds (eg. “What is the minimum expectation in regard to a certain benefit?)		* Thresholds (e.g. “What is the minimum expectation in regard to a certain benefit?)
	* Method of measuring the benefit (eg. ~~Finanical~~ measures for financial benefits. Can be more complex for ~~intangble~~ benefits like “team well-being")		* Method of measuring the benefit (e.g. financial measures for financial benefits. Can be more complex for intangible benefits like “team well-being")
	* Mapping of planned benefits to program components (which components are responsible for ~~realising~~ a benefit?)		* Mapping of planned benefits to program components (which components are responsible for realizing a benefit?)
	* Status or progress indicator (how far is the realization of the benefit?)		* Status or progress indicator (how far is the realization of the benefit?)
	* Milestones for benefit achievement		* Milestones for benefit achievement
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	The Golden Circle is defined by author and organizational consultant, Simon Senik, who states: ”Companies focusing on why they do it are more likely to succeed compared to companies focusing on what they are doing”		The Golden Circle is defined by author and organizational consultant, Simon Senik, who states: ”Companies focusing on why they do it are more likely to succeed compared to companies focusing on what they are doing”

	== Power Interest ~~matix~~ ==		== Power Interest matrix ==
	The Power Interest Matrix (influence versus interest) is a tool intended to create an overview of the stakeholders’ position in a project, program or Portfolio. The ~~matric~~ shows how much influence (Power) and/or interest a stakeholder has on/in the project, program or portfolio. In more advanced models a suggestion for how to handle or communicate with the stakeholder, is also displayed. One stakeholder at a time they are placed in the matrix according to how much interest (horizontal axis) and power/influence (vertical axis), they have. For example, an investor more or less always has very high influence on a project but may not have very much interest.		The Power Interest Matrix (influence versus interest) is a tool intended to create an overview of the stakeholders’ position in a project, program or Portfolio. The matrix shows how much influence (Power) and/or interest a stakeholder has on/in the project, program or portfolio. In more advanced models a suggestion for how to handle or communicate with the stakeholder, is also displayed. One stakeholder at a time they are placed in the matrix according to how much interest (horizontal axis) and power/influence (vertical axis), they have. For example, an investor more or less always has very high influence on a project but may not have very much interest.

	==RACI diagram==		==RACI diagram==
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	==Cause and Effect Diagram==		==Cause and Effect Diagram==
	A cause-and-effect diagram (also called ~~fishbone~~ diagram or Ishikawa diagram) is a graphical representation of the causes behind an effect. <br\>		A cause-and-effect diagram (also called fish bone diagram or Ishikawa diagram) is a graphical representation of the causes behind an effect. <br\>
	The diagram is helpful in the process of gaining an overview of the causes behind an effect. Along the large horizontal line are branches the depicts the major causes, on these are subbranches that depicts root causes. The diagram can include as many branch-levels as required. The diagram can also be a useful method to depict causes under different categorizes.		The diagram is helpful in the process of gaining an overview of the causes behind an effect. Along the large horizontal line are branches the depicts the major causes, on these are subbranches that depicts root causes. The diagram can include as many branch-levels as required. The diagram can also be a useful method to depict causes under different categorizes.