DS Solution - Revision history

Alecoco: /* Benefits Realisation Management (BRM) */

2020-03-09T10:47:03Z

Benefits Realisation Management (BRM)

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	The benefits realisation management purpose is to identify the benefits that the organisation is going to acquire. Moreover, the BRM aligns the benefits with the interest and the vision statement of the company and it, also, strongly increases the possibility that they will be gained. Indeed, one of the key points of the benefits realisation management is not only to define the benefits but as well to decrease the possible risks related to these benefits.		The benefits realisation management purpose is to identify the benefits that the organisation is going to acquire. Moreover, the BRM aligns the benefits with the interest and the vision statement of the company and it, also, strongly increases the possibility that they will be gained. Indeed, one of the key points of the benefits realisation management is not only to define the benefits but as well to decrease the possible risks related to these benefits.
	The BRM method can be decomposed in three different steps: '''identify benefits, execute benefits and sustain benefits.'''		The BRM method can be decomposed in three different steps: '''identify benefits, execute benefits and sustain benefits.'''
			[[File:BRM.jpg\|right\|500px\|thumb\|]]

	===Identify Benefits===		===Identify Benefits===

Alecoco: /* Execute Benefits */

2020-03-09T10:44:21Z

Execute Benefits

← Older revision		Revision as of 10:44, 9 March 2020
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	The process between the benefits analysis and planning and their delivery is not a linear process.		The process between the benefits analysis and planning and their delivery is not a linear process.
	Indeed it is most of the time an '''iterative process''', in which corrective action is continuously necessary as the planned conditions change.		Indeed it is most of the time an '''iterative process''', in which corrective action is continuously necessary as the planned conditions change.

	The progress of the benefits has to be continuously reviewed to realise if some change, in the program activities, may be needed, in order to move the positive outcomes closer to the original expectation. This progress can be monitored using the previously defined measures and key indicators.		The progress of the benefits has to be continuously reviewed to realise if some change, in the program activities, may be needed, in order to move the positive outcomes closer to the original expectation. This progress can be monitored using the previously defined measures and key indicators.
	It is also fundamental seeking the opportunity for new benefits to be implemented in the program benefits list as the program advance or a change occur. Indeed during the program evolution, new opportunities may arise and are important to be proactive and ready to gain a positive outcome.		It is also fundamental seeking the opportunity for new benefits to be implemented in the program benefits list as the program advance or a change occur. Indeed during the program evolution, new opportunities may arise and are important to be proactive and ready to gain a positive outcome.

Alecoco: /* Sustain Benefits */

2020-03-09T10:44:05Z

Sustain Benefits

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	The last part of the Benefits Realisation Management ensures that it will still be adding value to the organisation, even beyond the program end.		The last part of the Benefits Realisation Management ensures that it will still be adding value to the organisation, even beyond the program end.
	In point of fact is necessary, even when a program is closed, its positive outcomes are sustained and managed to keep their principal scope.		In point of fact is necessary, even when a program is closed, its positive outcomes are sustained and managed to keep their principal scope.

	First of all, the benefits sustainment ought to be considered prior to the end of the program.		First of all, the benefits sustainment ought to be considered prior to the end of the program.

	More specifically, a '''benefits sustainment plan''' should be created before the end of the program, and it should include all the risks, the measures and the tools to guarantee that the delivered benefits will be continuing generating value.		More specifically, a '''benefits sustainment plan''' should be created before the end of the program, and it should include all the risks, the measures and the tools to guarantee that the delivered benefits will be continuing generating value.

	The importance of a quality sustainment plan lies on the fact that after an end of a program the management of the benefits passes to others.		The importance of a quality sustainment plan lies on the fact that after an end of a program the management of the benefits passes to others.
	Moreover, once the program finishes is critical to effectuate a '''post-program evaluation''' to have important and useful information for the future.		Moreover, once the program finishes is critical to effectuate a '''post-program evaluation''' to have important and useful information for the future.

Alecoco: /* Execute Benefits */

2020-03-09T10:43:47Z

Execute Benefits

← Older revision		Revision as of 10:43, 9 March 2020
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	===Execute Benefits===		===Execute Benefits===
	In the "''Execute Benefits''" part of the methods, the manager will guarantee the '''minimum risk''' for each previously outlined benefit and, in addition, he will focus on the discovery of possible new benefits that may be gained.		In the "''Execute Benefits''" part of the methods, the manager will guarantee the '''minimum risk''' for each previously outlined benefit and, in addition, he will focus on the discovery of possible new benefits that may be gained.

	One of the first step, on this stage of the Benefits Realisation Management, is to confirm that the stakeholders have deeply comprehended the positive outcomes of the program and how these benefits are going to affect in a positive way the business.		One of the first step, on this stage of the Benefits Realisation Management, is to confirm that the stakeholders have deeply comprehended the positive outcomes of the program and how these benefits are going to affect in a positive way the business.

	This ensures that when the benefits will have been delivered they will see them as a gained value.		This ensures that when the benefits will have been delivered they will see them as a gained value.
	Moreover, the stakeholders must be informed about the progress and deliveries of these benefits.		Moreover, the stakeholders must be informed about the progress and deliveries of these benefits.

	The process between the benefits analysis and planning and their delivery is not a linear process.		The process between the benefits analysis and planning and their delivery is not a linear process.
	Indeed it is most of the time an '''iterative process''', in which corrective action is continuously necessary as the planned conditions change.		Indeed it is most of the time an '''iterative process''', in which corrective action is continuously necessary as the planned conditions change.

Alecoco: /* Identify Benefits */

2020-03-09T10:43:19Z

Identify Benefits

← Older revision		Revision as of 10:43, 9 March 2020
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	===Identify Benefits===		===Identify Benefits===
	The purpose of this first step, previously outlined, is to comprehend if the benefits are aligned with the business plan of the company, in order to bring value to it.		The purpose of this first step, previously outlined, is to comprehend if the benefits are aligned with the business plan of the company, in order to bring value to it.

	Besides, a diligent analysis, of the individualised benefits, will improve their further managing. In order to pursue the right benefits a deeply understanding of the business case of the organisation is necessary.		Besides, a diligent analysis, of the individualised benefits, will improve their further managing. In order to pursue the right benefits a deeply understanding of the business case of the organisation is necessary.
	As more information arises, it is also important to define the possible positive and negative risk related to the identified benefits. To give examples of these risks, they may be the disagreement from the stakeholders, unexpected outcomes or change in program activities.		As more information arises, it is also important to define the possible positive and negative risk related to the identified benefits. To give examples of these risks, they may be the disagreement from the stakeholders, unexpected outcomes or change in program activities.

Alecoco: /* Sustain Benefits */

2020-03-09T10:42:40Z

Sustain Benefits

← Older revision		Revision as of 10:42, 9 March 2020
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	-'''Implementing''' the right changes to make sure, even though the resources used for the program will be back to the organisation, the positive outcomes performance will be monitored.		-'''Implementing''' the right changes to make sure, even though the resources used for the program will be back to the organisation, the positive outcomes performance will be monitored.

	-'''Monitoring''' the risk defined in the sustainment plan for the delivered benefits and implement the right changes if needed.		-'''Monitoring''' the risk defined in the sustainment plan for the delivered benefits and implement the right changes if needed.


	==WBS==		==WBS==

Alecoco: /* Complexity */

2020-03-09T10:41:48Z

Complexity

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 =Complexity=
 ==WBS==
-[[File:WBS-illustration-only.jpg|right|250px|thumb|]]The '''WBS (Work Breakdown Structure)''' <ref name=''7''> ''Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 5.4.1.4 Organizational Process Assets. (pp. 156-157). Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/pdf/id:kt011DX6D4/guide-project-management/create-wbs-organizational'' </ref> is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Each descending level of the WBS represents an increasingly detailed definition of the project work. The lowest level of the WBS is formed by the '''work packages''' with a unique identifier, which can be used to group the activities where work is schedule and estimated, monitored, and controlled.
+[[File:WBS-illustration-only.jpg|right|250px|thumb|]]The '''WBS (Work Breakdown Structure)''' <ref name=''7''> ''Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 5.4.1.4 Organizational Process Assets. (pp. 156-157). Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/pdf/id:kt011DX6D4/guide-project-management/create-wbs-organizational'' </ref> is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Each descending level of the WBS represents an increasingly detailed definition of the project work. The lowest level of the WBS is formed by the '''work packages''' with a unique identifier, which can be used to group the activities where work is scheduled and estimated, monitored, and controlled.
 ===Create  WBS===

Aledoraci at 10:39, 9 March 2020

2020-03-09T10:39:00Z

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	The first one includes the tools used to complete the project successfully.		The first one includes the tools used to complete the project successfully.
	The second includes the tools due to identify and manage all the people involve in the project.		The second includes the tools due to identify and manage all the people involve in the project.
	The third one ~~includes~~ the tools due to analyze the project and its stages.		The third one involves the tools due to analyze the project and its stages.
	The last one include the tools used to manage risk and change in the project.		The last one include the tools used to manage risk and change in the project.

Aledoraci at 10:38, 9 March 2020

2020-03-09T10:38:14Z

← Older revision		Revision as of 10:38, 9 March 2020
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	~~Introduction~~
	The following tools are divided into four categories: Purpose, People, Complexity and Uncertainty.		The following tools are divided into four categories: Purpose, People, Complexity and Uncertainty.
	The first one includes the tools used to complete the project successfully.		The first one includes the tools used to complete the project successfully.

Aledoraci: /* Introduction */

2020-03-09T10:37:47Z

Introduction

← Older revision		Revision as of 10:37, 9 March 2020
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	=Introduction=		Introduction
	The following tools are divided into four categories: Purpose, People, Complexity and Uncertainty.		The following tools are divided into four categories: Purpose, People, Complexity and Uncertainty.
	The first one includes the tools used to complete the project successfully.		The first one includes the tools used to complete the project successfully.