Benefits management BENM

(unchanged)

Forecasting, planning and monitoring the emergence and effective realisation of anticipated benefits from projects and programmes.

SFIA 9 is in development

SFIA 9 beta due in early July 2024
SFIA 9 planned for publication October 2024

This is a prototype for SFIA 9. It is subject to change before publication.

Guidance notes

(modified)

Activities may include, but are not limited to:

implementing a benefits management framework and approach
identifying and implementing the actions needed to optimise the business impact of individual and combined benefits
confirming the achievement of expected benefits
adapting benefits management practices for agile projects
using data-driven analysis for benefits identification, tracking, and reporting
engaging stakeholders to embed a value-driven culture.

Understanding the responsibility levels of this skill

Where lower levels are not defined...

Specific tasks and responsibilities are not defined because the skill requires a higher level of autonomy, influence, and complexity in decision-making than is typically expected at these levels. You can use the essence statements to understand the generic responsibilities associated with these levels.

Where higher levels are not defined...

Responsibilities and accountabilities are not defined because these higher levels involve strategic leadership and broader organisational influence that goes beyond the scope of this specific skill. See the essence statements.

Developing skills and demonstrating responsibilities related to this skill

The defined levels show the incremental progression in skills and reponsibilities.

Where lower levels are not defined...

You can develop your knowledge and support others who do have responsibility in this area by:

Learning key concepts and principles related to this skill and its impact on your role
Performing related skills (see the related SFIA skills)
Supporting others with tasks (generic examples are provided by the essence statements for each level)

Where higher levels are not defined...

You can progress by developing related skills which are better suited to higher levels of organisational leadership.

Levels

Defined at these levels:

Click to learn why SFIA skills are not defined at all 7 levels.

Show/hide extra descriptions and levels.

Level 1

Level 1 - Follow: Essence of the level: Performs routine tasks under close supervision, follows instructions, and requires guidance to complete their work. Learns and applies basic skills and knowledge.

Level 2

Level 2 - Assist: Essence of the level: Provides assistance to others, works under routine supervision, and uses their discretion to address routine problems. Actively learns through training and on-the-job experiences.

Benefits management: Level 3

Level 3 - Apply: Essence of the level: Performs varied tasks, sometimes complex and non-routine, using standard methods and procedures. Works under general direction, exercises discretion, and manages own work within deadlines. Proactively enhances skills and impact in the workplace.

(new)

Supports the identification and tracking of benefits for projects and programmes. Collects data to measure benefits realisation.

Benefits management: Level 4

Level 4 - Enable: Essence of the level: Performs diverse complex activities, supports and supervises others, works autonomously under general direction, and contributes expertise to deliver team objectives.

(new)

Contributes to the development and implementation of benefits management plans for projects and programmes.

Engages with stakeholders to identify and quantify benefits, and to establish metrics and mechanisms for tracking benefits realisation.

Monitors and reports on progress towards benefits realisation.

Identifies risks and issues that may impact benefits delivery and escalates as appropriate. Supports the embedding of benefits management practices across the organisation.

Benefits management: Level 5

Level 5 - Ensure, advise: Essence of the level: Provides authoritative guidance in their field and works under broad direction. Accountable for achieving workgroup objectives and managing work from analysis to execution and evaluation.

(unchanged)

Leads activities required in the realisation of the benefits of each part of the change programme.

Identifies specific metrics and mechanisms to measure benefits and plans to activate these mechanisms at the required time. Monitors benefits against what was predicted in the business case.

Ensures that all participants are engaged throughout the change programme and fully prepared to exploit the new operational business environment.

Supports operational managers to ensure that all plans, work packages and deliverables are aligned with the expected benefits.

Benefits management: Level 6

Level 6 - Initiate, influence: Essence of the level: Has significant organisational influence, makes high-level decisions, shapes policies, demonstrates leadership, fosters organizational collaboration, and accepts accountability in key areas.

(unchanged)

Works with operational managers to ensure maximum improvements are made as groups of projects deliver their products into operational use.

Communicates the change programme vision to staff at all levels of the business and keeps a focus on business objectives.

Maintains the business case for funding the programme and confirms continuing business viability of the programme at regular intervals.

Level 7

Level 7 - Set strategy, inspire, mobilise: Essence of the level: Operates at the highest organisational level, determines overall organisational vision and strategy, and assumes accountability for overall success.

New level