Explore the activities that are carried out post-transition, including how to measure benefits, optimize benefits, remove legacy working systems and processes, and respond to changing requirements.
- At this point, a number of projects have delivered outputs … and the business change managers have managed transition … of the change into the business units. … Now the post-transition activities can begin. … Let's take a look at what's involved. … First of all, the business change managers … need to monitor the outcomes, which are the noticeable … improvements resulting from using project outputs. … For example, a new payroll system has increased … the efficiency to run the monthly payroll, … and the business change manager has noticed … it's now only taking a few hours to complete. … Previously, it took two days. … This is an outcome. … And outcomes need to be measured. … Baseline measures will have already been identified … before transition started. … So we can now compare the baseline against the current … performance and provide a measure of improvement. … For example, we can now confirm that running … the monthly payroll using the new system … has reduced from two days to three hours, …
- Recognize three elements of a program.
- Recall the information provided by the target operating model (TOM).
- Identify the phase in which the program business case is reviewed.
- Name the major factor used to decide what constitutes each phase in a program.
- Summarize the role of a project manager.
- Detail the responsibilities of the sponsoring group.
- Explain what the completion of the post-transition activities provides for a program.