Benefits identification is done at the business justification stage before any program planning happens.
Remember the planning stage is actually a bit further down in the five stage cycle.
So in order to find the benefits there's a number of techniques you can use.
One being discovery workshops and then a Discovery Workshop you'll gather the stakeholders together
and the stakeholders will come from various different backgrounds and they'll have a diverse insights
into what benefits are needed.
Once you've got some benefits you can then do added benefit Dependency Mapping.
Looking at the relationships and dependencies between the benefits and find in any gaps where the gaps
are you can find an elicit more benefits.
Make sure that you've covered everything you want to quantify the benefits and forecast and estimate
them is really important to get this right at this stage.
You need to focus on to understand how long they're going to take in order to be realized and estimate
the value if you get this wrong then it's gonna be really difficult to manage them.
The management of these benefits are actually going to be compromised because if the stakeholders have
an unrealistic expectation it's going to be really difficult to deliver that and that's going to fall
apart in the management of those benefits.
So what you're going to want to do is baseline your current performance to understand where you are
at the moment.
Think about where you want to be and then you can understand what needs to be achieved in order to get
there.
And it's a good idea to start baseline conformance as soon as possible.
So you've got as much information as possible before you start actually developing the program some
outputs from the Discovery Workshop would be the actual benefits that you've found the objectives that
they're going to bring and what's going to be delivered what dependencies you've got between them and
what impact it's going to have in order to bring deliver the organizational strategy.
Now you're going to want to name the benefits.
Of course you're going to need to do that in order to manage them.
But there are actually some rules about how you name benefits.
They want to be measurable.
Basically you want to give them a name.
Same thing with a changeable term such as faster lower cheaper bigger.
Those terms are measurable.
You can measure that it's got faster you can measure that it's lower you can measure that it's cheaper
where you want to avoid terms like better or improved.
For these reasons that the subjective you cannot is you can say some things got better but it is always
going to be subjective.
You can say something has been improved but again it's subjective.
So you aiming for measurable in this so that you can actually quantify the benefit
another output from the benefits ID is who are the stakeholders going to be.
You'll want to look at who the users are you want to look out what interests have got what influence
they've got you'll want to look at what benefits.
Who's going to be in receipt of the benefits you're going to look at.
Who is going to.
Who are the governance bodies on who's going to have responsibility for.
For the different projects and the benefits and who are going to be the sponsors.
That's just an idea of some of the different people are going to be involved.
Of course you're going to want to know who the implementation team is the programme team.
Now this is going to include a program manager but it's also going to include project managers developers
engineers and people of such like and also is it is important to identify subject matter experts.
Now they might be part of the team but there also might not be part of team but there for consultation
at times of need.