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Introduction The presentation ( http://www.apm.org.uk/group/enabling-change-sig ) opened by describing the nature and size of the challenge that Organisational Change represents in our rapidly evolving operating environments. The fact that many varying business functions and roles are involved in transformational change and that this is often underestimated when ‘sizing’ a change. Unsuccessful change is a costly waste of resource with originating change drivers usually being left un-reconciled. Apart from the financial cost, change failure has a detrimental effect on those associated or impacted by the changes and leaves them less inclined to attempt to succeed with future change. Enabling successful outcomes It was posited that an improvement in the definition and specification of related organisational management disciplines would make the challenge of organisational change easier. Well defined boundaries being seen as necessary to provide a clear view of what was expected from those operating in each discipline; the degree and quality of relative specification helping to inform the nature and quality of collaboration. It was stressed that the size and composition of each discipline had to be an appropriate and proportionate response to the size and nature of the organisation. The relative positioning of the Organisational Change, Project/Programme & Portfolio, Business Management and Benefits Realisation Management disciplines was presented. To illustrate how the uncertainty regarding functional boundaries may have evolved, several formal definitions of Programme Management were described. In particular it was asserted that clearer delineation between the programme and business change management functions was required. Benefits Realisation The fact that all change effort should be focussed on the realisation of benefits, in line with the organisations development strategy, and not simply the successful ‘delivery’ of new enablers such as IT, structural, management, process or technology etc was described. The Benefits Realisation Management discipline was briefly introduced and the APMG Benefits Management Model was described as a good approach to establishing and maintaining such a capability. The fact that benefits are only actually realised once the required change ‘enablers’ are transitioned, integrated and exploited within the business functions themselves was used to emphasise the essential nature of the Project and Programme Management disciplines. The interdependent and essential relationship between Change and Benefits Management was described and how the aims of each were mutually beneficial in achieving the organisation’s change goals was emphasised. Finally, it was emphasised that an effective BRM implementation depended on a minimum level of project and programme management capability. The fact that it also represented a significant transformational and cultural change in its own right was often not c
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Project & Change Management– time for a rethink
Neil WhiteAPM – Enabling Change SIGFuture Change Pillar Lead
Sheffield Business School1st July 2014
Related Management Disciplines
Benefits Realisation Management
Current understanding
BRM & Change Management
Agenda
IntroductionIntroduction
Neil White Change Management Specialist
20+ yrs RAF (Engineering)Change Management for last 20yrsBusiness Improvement (SEI CMMI) - Assessor & Assessment Team LeadTransformation Change ManagementBenefits & Business ChangeMSc Change Management
‘an ardent believer that the ability to change is more important than the required changes themselves’
Association for Project ManagementEnabling Change SIG – Change Futures Pillar leadBenefits Management SIG Committee
The SIG’s mission is to ‘improve the change capability of organisations,
teams and individuals’
Enabling Change SIG
SIG organised around four ‘Pillars’:Change FuturesChange Capabilities & MethodsMembership & EventsIndustry-focused Change Liaison Groups
Enabling Change SIG – Structure
Focused onThought LeadershipCommunity engagement
Related Management Disciplines
Benefits Realisation Management
Current understanding
BRM & Change Management
Introduction
The organisational change landscape
Business Functions
‘Users’Managers
CustomersSuppliers
Misc external Stakeholders
Challenges
Threats
Opportunities
Shareholders
BusinessOperations
R&DBAU
PESTLE
Board• CEO• CFO• COO
And others....
Change Challenge - Organisations
Financial Management Factor
£+
t£-
Change Benefits
Waste!
We know much about what can and does go wrong – there are few surprises left!
The way it is
If the statistics regarding change failure are correct something has to change......
Despite the strong growth in the Change Management industry the failure rates
appear to remain persistently high
Related Management Disciplines
Benefits Realisation Management
Current understanding
BRM & Change Management
Introduction
Four key disciplines (capabilities)
Organisational ChangeManagement
Business ChangeManagement
Benefits Realisation Management
Project, Programme & Portfolio Management
A high degree of uncertainty exists around who is accountable and responsible for what
with respect to organisational change
Need for boundaries
The appropriate management disciplines must be clearly identified and ‘bounded’
This provides a basis for organisational change capability development
Programme Management Definition [1]
A group of interrelated projects and other activities managed in a coordinated
wayto realize benefits contributing towards
the strategic objectives”
ISO Standard on Programme Management
Programme Management Definition [2]
A temporary, flexible organization, created to coordinate, direct and oversee
the implementation of a set of related projects and activities in order to deliver
outcomes and benefits related tothe organization’s strategic objectives.
Managing Successful Programmes [2011]
Programme Management Definition [3]
“The application of knowledge, skills, tools and techniques to a program to meet the programme requirements
and to obtain benefits and control not obtained by managing projects
independently”
PMI Lexicon of Project Management terms. V.2 (2012)
Programme Management Definition [4]
“A group of related projects and change management activities that together
achieve beneficial change for an organisation”
Definition: APM BoK, 6th edition
APM’s Revised Competency Framework
26 competency areas in four domainsGovernancePlanning and controlManaging othersProfessionalism
It does not incorporate
Benefits Realisation ManagementChange Management
It incorporates: Proj, Prog & Portfolio Management
Projects [APM, BoK6]
Project, Programme, Portfolio Relationship
Programmes [MSP, 2011]
Business Change Managers responsible
for benefits realisation
Organisational Strategy
Portfolio
Suggested positioning of disciplines
This order of precedence provides assures that an organisation’s investment in change is aligned with its development strategy
Related Management Disciplines
Benefits Realisation Management
Current understanding
BRM & Change Management
Introduction
Confidence
Method & process
Accurate InformationInvolvement
Just Cause
Respect
?
What people ‘need’ to know but often don’t
?Resources
Benefits Realisation Management enables an end-to-end context for change to be established & maintained
Benefits Realisation ManagementOrganisational Challenges &
Vision
The Benefits Realisation ‘factor’
Business Change Benefits
A Benefits Management Model
5Practices
7 Principles
BenefitsManagement
Practices
Benefits Management – 5 PracticesIdentify & Quantify
Value & Appraise
Plan
Realize
ReviewBenefitsManagement
Practices
Align benefits with strategy
Start with the end in mind
Utilize successful delivery methods
Integrate benefits with performance management
Manage Benefits from a portfolio perspective
Apply effective governance
Develop a value culture
Benefits Management - 7 Principles
BRM Process OverviewAssures that an organisation’s investment in change is wholly beneficial and aligned to its business development strategy
Vision
Strategic Objectives
Functional Objectives
ManageBenefits
Changes
Related Management Disciplines
Benefits Realisation Management
Current understanding
BRM & Change Management
Introduction
Benefits Realisation and Stakeholders
The sting in the tail!
Capability factor
Culture factor
This suite of integrated management capabilities is most effective with BRM at its heart
Summary
There is a natural and symbiotic relationship between BRM and Change Management
Need for boundaries between key organisational management disciplines
Significant challenge to engender the required cultural changes and minimum levels of capability maturity
The Reality & consequences of change & change failure
Project & Change Management– time for a rethink
Neil WhiteAPM – Enabling Change SIGFuture Change Pillar LeadMob: [email protected]
Sheffield Business School1st July 2014
Questions?
uk.linkedin.com/in/changevista/
APM OnlineFor Further information
LinkedInThe Association for Project Management (Official group)
FacebookAssociation for Project Management
Twitter@APMProjectMgmnt
Slideshareslideshare.net/assocpm
Google+Association for Project Management
YouTubeyoutube.com/APMProjectMgmt
