Benefits manager
Description
Benefits realisation management (BRM) is a process of identifying, planning, managing and evaluating the intended benefits of an investment. BRM informs investment decisions and establishes plans to realise intended benefits.
The benefits manager is responsible for developing plans and aligning with best practice principles, processes and techniques to clearly articulate:
- Why an investment is needed?
- What are the strategic outcomes of a program?
- What are the measurable benefits?
- When will the benefits be realised?
- Who owns the benefits?
A benefits manager exhibits a combination of capabilities from the Skills Framework for the Information Age (SFIA) and the Leadership competencies for Queensland.
SFIA profile
Within the SFIA profile, the benefits analyst has level 5 and 6 capabilities, i.e. enables, ensures and advises on the skills outlined below.
Refer to the framework for descriptions of the seven levels of responsibility and accountability.
| SFIA skill code | SFIA skill level of responsibility | SFIA skills level descriptor |
|---|---|---|---|
Benefits management | BENM | 6 | 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. |
Stakeholder relationship management | RLMT | 6 | Leads the development of comprehensive stakeholder management strategies and plans. Establishes and builds long-term, strategic relationships with key stakeholders to support service delivery and change initiatives. Acts as a principal point of contact, ensuring effective communication and alignment. Negotiates and ensures agreements meet stakeholder needs. Oversees the monitoring of stakeholder relationships, capturing lessons learned and providing feedback. Leads initiatives to enhance communication and relationships, promoting collaboration and understanding between all parties. |
Methods and tools | METL | 5 | Provides authoritative advice and leadership to promote adoption of methods and tools and adherence to policies and standards. Evaluates and selects appropriate methods and tools in line with agreed policies and standards. Contributes to organisational policies, standards and guidelines for methods and tools. Implements methods and tools at programme, project and team levels including selection and tailoring in line with agreed standards. Manages reviews of the benefits and value of methods and tools. Identifies and recommends improvements that support broader organisational goals. |
Organisation change management | CIPM | 5 | Develops the change management approach and a change management plan in collaboration with sponsors, users and project teams. Creates and implements action plans to ensure readiness for change before going live. Acquires change management resources and develops their capabilities to deliver the required changes. Gathers feedback to allow timely improvements to the change management plan and approach. Assesses risks and takes preventative action. Develops and communicates tailored change management plans for senior stakeholder groups. Provides guidance to support change sponsors. |
SFIA skillLeadership skills
Leadership competencies for Queensland describes what highly effective, everyday leadership looks like in the sector. In simple, action-oriented language, it provides a common understanding of the foundations for success across all roles. The profile describes three performance dimensions (vision, results and accountability) and 11 leadership competencies required against five leadership streams.
Leadership streams are not connected to a level or classification, but rather reflect the balance between leadership and technical skills required of an individual. Individuals can consider the value proposition of roles rather than the traditional lens of hierarchical structures or classification levels. The five leadership streams are:
- Individual contributor (Leads self and does not supervise others)
- Team leader (leads a team and typically reports to a program leader)
- Program leader (leads team leaders and/or multiple areas of work)
- Executive (leads program leaders or other executives)
- Chief executive (leads the organisation).
When developing a role description, identify the role type and then focus on the most important attributes and create a balance between SFIA skills and leadership skills.
Entry points
Degree level qualifications in business are highly regarded. Experience in or qualifications in project/program management are also well regarded. A benefits manager must have highly developed communication skills and strong negotiation skills.
Learning and development
There are a number of ways to develop and improve BRM skills. Formal training and on-the-job experience are important ways to improve the required skills. Skills in BRM can be gained by attending courses in benefits management and/or program management.