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The benefits analyst is responsible for assisting the business to maximise the improvements that will be delivered from an Information, Communications and Technology (ICT) project. The benefits analyst will assist business change managers with defining, agreeing, monitoring, tracking and reporting the benefits with the business. As part of the process of defining the benefits the benefits analyst will work with key stakeholders from the business to make sure that they are aware of the difference between a deliverable of the program or project and a benefit. For example, an outcome of an ICT project would be a new system in place producing a detailed list of regular customers and what they are ordering. The benefits of the new system could be things such as, faster processing of customer orders and improved customer service as a result of access to client information.
Once the benefits have been defined the benefits analyst monitors the project at regular stages to ensure that the expected benefits are being delivered to the business. The benefits analyst will work closely with other staff such as the project / program manager(s), project officers and business change managers.
A benefits analyst exhibits a combination of capabilities in line with the Skills Framework for the Information Age (SFIA) and from the Queensland Public Service Leadership competencies for Queensland Framework.
Within the SFIA profile, the benefits analyst has level 4 and 5 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|| SFIA skill code|| SFIA skill level of responsibility|| SFIA skills level descriptor|
Identifies specific measures and mechanisms by which benefits can be measured and plans to activate these mechanisms at the required time. Monitors benefits against what was predicted in the business case and ensures that all participants are informed and involved throughout the change programme and
fully prepared to exploit the new operational business environment once it is in place. Supports operational managers to ensure that all plans, work packages and deliverables are aligned to the expected benefits and leads activities required in the realisation of the benefits of each part of the change
Identifies the communications and relationship needs of stakeholder groups. Translates communications/stakeholder engagement strategies into specific activities and deliverables. Facilitates open communication and discussion between stakeholders, acting as a single point of contact by developing, maintaining
and working to stakeholder engagement strategies and plans. Provides informed feedback to assess and promote understanding. Facilitates business decision-making processes. Captures and disseminates technical and business information.
Methods and tools
Provides advice and guidance to support adoption of methods and tools and adherence to policies and standards. Tailors processes in line with agreed standards and evaluation of methods and tools. |
Reviews and improves usage and application of methods and tools.
Queensland Government roles align with the Leadership competencies for Queensland.
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.
Degree level qualifications in business are highly regarded. Experience in or qualifications in project/program management are also well regarded. A benefits analyst must have highly developed communication skills and strong negotiation skills.
Learning and development
There are a number of ways to develop and improve benefit specialist skills. Formal training and on the job experience are important ways to improve the required skills. Skills in benefits management can be gained by attending courses in benefits management and/or program management.
 The Skills Framework for the Information Age (SFIA) provides a common language that integrates with an organisation’s way of working, to improve capability and resource planning, resource deployment and performance management. This role profile quotes extensively from the SFIA, under licence from the SFIA Foundation. Information about the SFIA can be found at www.sfia-online.org/en.
 The Leadership competencies for Queensland framework plays a key role in translating the government’s ‘talent management requirements’ into clear behavioural terms. The competencies can be utilised in talent management strategies, including workforce planning, talent acquisition, leadership development, capability development, performance management, career management and succession planning. The competences can be accessed here Leadership competencies for Queensland.