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Managing Benefits from Projects
Hugo Minney PhD
The Social Return Company
Who am I to talk?
• 1990 – PhD and Computer Salesman • 2000 – Cap Gemini • 2004 – NHS Modernisation Agency • Followed by South Yorkshire Improvement Academy,
various roles nationally, regionally, locally, with arms length bodies in NHS
• Interspersed with For profit and not-for profit NHS and social care facing roles
• CURRENTLY: Company Secretary of GP-led federation with 170,000 registered patients
• AND: The Social Return Company lead consultant
Benefits Management
Benefits management is the identification, definition, planning, tracking and realisation of
business benefits.
• The WHY of projects • Knock on effects • Who are the stakeholders – who gets the benefits? • Do we know what success looks like? (does everyone
agree?) • People make decisions, not organisations. What do
they want?
Where does BM fit in Project Management?
John Thorp – The Information Paradox
capability
Four stages when you apply Benefits Management:
– WHY – business case, sponsor, stakeholders
– WHAT & HOW
• Project planning, measurement schema
• Project delivery, decisions to maximise benefits
– HANDOVER – handover capability, plus motivation
– ONGOING
• Measuring and reporting
• Tweaking and adjusting for even better outcomes
Define Benefits
Case for Investment
Quantify and
milestones
Decisions to
maximise
benefits
What benefits
deferred and how
to monitor them
Ben
efi
ts
Fra
mew
ork
Idea
Initiation
Define
Deliverables
Milestones
Resources
Project monitoring
Project delivery
Governance
Clo
sedow
n
Pro
ject
Man
ag
em
en
t
Handover
Benefits Management and PRINCE2
Business as Usual
Reporting & tweaks
WHY WHAT & HOW HAND-OVER ONGOING
A special form of Benefits Management
Social Return on Investment (SROI)
• Stakeholder Mapping and real Engagement
• Value is only what is described by stakeholder
• 2nd and 3rd level measurements – what does this mean?
• The problem – and solution – of attribution
• Using reliable (and defendable) numbers
• A trusted methodology
Example: Third largest employer – The UK
National Health Service (NHS)
A Health Economy in Northern England
• 160 initiatives for change – “projects”
• £60 million per year spent on change
• Professional carers resist change – all change represents risk – “what we’re doing now is safe”
• Management targets divorced from both the knowledge, and the need (sometimes)
Benefits Frameworks
• Part time for 4 months
• 7 workstreams,
• Three workshops – Context: what you are doing, what the need is, where
are the gaps? What does success look like?
– Measurement: what means improvement, where can we get that information?
– Delivery: how are you doing? What are you changing because of measurement?
• coaching between workshops
Benefits Mapping
… means People getting involved
… means common sense
Staff Motivation
• “I can tell my grandchildren ‘I did a good job this week’ “
• Lower Sickness/ Absence
• Easier Recruitment/ Retention
• Getting much more done
• Engaged with corporate objectives – even to MAKE MONEY
Driving improvement
• We (the people who talk to the client/ do the work) see the need/problem first!
• We know what to do about it (have the most experience)
• We can inspire*
• We won’t resist our own design for change
• (a new problem – managing configuration)
Malcolm Gladwell – Tipping Point
Other success stories
• IAIP (Improving Access to Information Project) – Government requirement: no turning back (*) – Direct access to team leaders, who developed their own Benefits
Profiles as well as Roll Out Plans (Resistance is Futile) – Nobility
• COPD (lung disease in former mining areas) – Wide engagement, facing up to vested interests – Years of discussions, recognising and owning problems – Compromise, but with a vision and drive – The NIKE factor
• Community Gynaecology – Pilot rolled out rapidly – Patient (and GP) choice – Instant benefits – cost effective & better for patients
Class work
Stakeholder Mapping
• Pick a current project
• Identify the stakeholders
– The people directly involved in the project
– Others on the table
– the next table / room
• Why the differences?
• How minor is “minor involvement”?
WIIFM
• For each 3rd stakeholder on the list, identify 3 personal goals
• How much in common?
– How much in difect opposition?
– Create KPIs / measures of success for the goals
• Could you summarise in 5 measures / KPIs or less (without losing each person’s goals)
Benefits Mapping
• For each of 5 KPIs (work in pairs with someone who thinks differently to you) – KPI on the right
– What must it look like (ideal state)?
– What do you need to do?
– Are there any dependencies and critical paths?
• Share your results and look for common components of Ideal State and common actions
Lessons to take away
When do you start? When do you finish?
• 4 stages of Benefits Management:
– WHY – business case, sponsor, stakeholders
– WHAT & HOW
• Project planning, measurement schema
• Project delivery, decisions to maximise benefits
– HANDOVER – handover capability, plus motivation
– ONGOING
• Measuring and reporting
• Tweaking and adjusting for even better outcomes
Professionalism
• Like Project Management – follow a tried and tested process*:
– don’t just make it up as you go along
• The right tools for the job
– iBE.net includes Project Management, Time and Billing, EVA; Benefits Management to follow shortly (one time entry, used many times)
– Try it out at www.ibe.net
* PwC 2012 Project Maturity
When the best leader’s work is done, the people will say:
“We did it ourselves”
Lao Tzu
This presentation was delivered at an
APM event
• To find out more about upcoming
events please visit our website
www.apm.org.uk/events