1. The Context of Benefits Management (10%, K4) 1.1 Issues with the relationship of IS/IT delivery to benefits 1.2 Dissatisfaction with current approaches to benefits delivery 1.3 Characteristics of a benefits management approach 1.4 Focusing on value and value networks 1.5 Value chains and value networks

• External value chain analysis
• Internal value chain analysis
• Alternative value chain configurations

2. The Benefits Management Process (10%, K4) 2.1 Rationale for benefits management 2.2 Origins of the benefits management approach and process 2.3 Overview of the benefits management process

• Identifying and structuring benefits
• Planning benefits realization
• Executing the benefits plan
• Reviewing and evaluating the results

3. Identifying Drivers, Benefits and Establishing a Benefits Dependency Network (30%, K4) 3.1 Identifying business and organizational drivers 3.2 Establishing investment objectives 3.3 Linking business benefits to drivers 3.4 Identifying business benefits

• Benefit owners
• Change owners 3.5 Building the benefits dependency network
• Business changes
• Enabling changes
• IS/IT enablers 3.6 Measurements and ownership 3.7 Benefits and change template

4. Building the Business Case (25%, K4) 4.1 Rationale of the business case 4.2 Structure for analyzing and describing benefits

• Observable benefits
• Measurable benefits
• Quantifiable benefits
• Financial benefits 4.3 Quantifying the benefits
• Overcoming the measurable to quantifiable barrier 4.4 Financial benefits
• Cost reductions
• Revenue increases 4.5 Investment appraisal
• Payback
• Net present value
• Internal rate of return 4.6 Risk assessment 4.7 Completing the business case

5. Stakeholders and Change Management (7.5%, K4) 5.1 Assessing the feasibility of achieving the benefit 5.2 Stakeholder analysis and management techniques

• Power and influence
• Benefits and change 5.3 From stakeholder analysis to stakeholder management action 5.4 Completing the benefits plan 5.5 Approaches to managing change 5.6 Matching management approach with stakeholder behaviors 5.7 Change management strategies

6. Implementing a Benefits Management Approach (15%, K4) 6.1 Rationales for introducing benefits management 6.2 Initiating and managing a benefits-driven project 6.3 Roles within benefits management

• Project sponsor
• Business project manager
• Project management office 6.4 Benefits management workshops 6.5 Benefits plan and project plan alignment 6.6 Reviewing and evaluating results
• Benefits review meeting 6.7 Establishing potential for further benefits 6.8 Monitoring benefits after implementation 6.9 Organizational benefits maturity model

7. The Future of Benefits Management (2.5%, K4) 7.1 Characteristics of the benefits management approach 7.2 Using benefits management for strategy formulation and implementation 7.3 Incorporating benefits management into strategic thinking 7.4 Future trends in IS/IT and implications for benefits management

BCS Practitioner Certificate in Data Management Essentials Course Prerequisites

• A Bachelor’s degree or equivalent in business, finance, HR, or related field.
• Minimum 2-3 years of professional experience in benefits management, project management or business planning.
• Solid understanding of project management principles.
• Knowledge of benefits realisation management framework.
• Proficiency in MS Office, especially Excel and PowerPoint.