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Benefits Management & Change Management
a symbiotic relationship!
Merv WyethNeil White
3P [initiatives]3P [initiatives]
Benefits Realisation Management
Benefits Realisation Management
Change ManagementChange Management
Context forOrganisational Change
Context forOrganisational Change
#EventROI#EventROI
Presentation structureSpeaker intros
Sendsteps familiarisationSpeaker intros
Sendsteps familiarisation
Speaker Profile : Merv Wyeth
25 years Police ServiceProgramme & Business ChangeICT, Web & Mobile InformationProject Management Consultant#eventroi
“Help speakers engage & audiences participate in creating memorable events with high impact and value”
APMSIG Steering Group [SSG]ProgM SIG ChairBenefits Management SIG Committee
ProgM SIG Mission
“To provide a forum for effective
learning and development, that
promotes the science, discipline, tools
and techniques of programme
management”
Speaker Profile: Neil White 22 yrs RAF (Engineering)Change Management 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’
APMEnabling Change SIG – Change Futures Pillar leadBenefits Management SIG Committee
Benefits Management SIG
‘To develop and promote benefits management as a core driver of successful project, programme
portfolio and change management’
The SIG’s mission is to ‘improve the change capability of
organisations, teams and individuals’
Enabling Change SIG
3P [initiatives]3P [initiatives]
Benefits Realisation Management
Benefits Realisation Management
Change ManagementChange Management
Context forOrganisational Change
Context forOrganisational Change
#EventROI#EventROI
Presentation structureSpeaker intros
Sendsteps familiarisationSpeaker intros
Sendsteps familiarisation
the predictable alongside the totally unexpected!
Our ever changing world
The increasing number of change drivers include:
GlobalisationEconomyTechnological EnvironmentalInnovationRegulationDe-regulation
An inability to respond effectively = high risk of organisational failure
Context for Change Management
a recurring pattern of continuous and transformational change ...
The Theory and Practice of Change Management, Hayes, 2007
‘Punctuated equilibrium’
3P [initiatives]3P [initiatives]
Benefits Realisation Management
Benefits Realisation Management
Change ManagementChange Management
Context forOrganisational Change
Context forOrganisational Change
#EventROI#EventROI
Presentation structureSpeaker intros
Sendsteps familiarisationSpeaker intros
Sendsteps familiarisation
Positioning of related disciplines
Note: this order of precedence helps ensure organisational changes meet the required business needs
Strategic Direction
Vision“Describes an end state. Short, inspirational, aspirational and memorable.
The cornerstone for delivery of a strategy”
Strategic Objectives
Programme Management Definition [1]
A temporary, flexible organization, created to coordinate, direct and oversee
the implementationof a set of related projects and activities
in order to deliver outcomes and benefits related to
the organization’s strategic objectives.
Managing Successful Programmes [2011]
Programme Management Definition [2]
“A group of related projects and change management activities
that together achieve beneficial changefor an organisation”
Definition: APM BoK, 6th edition
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 interrelated projects and other activities
managed in a coordinated wayto realize benefits
contributing towards the strategic objectives”
ISO Standard on Programme Management
Projects [APM, BoK6]
Generic 3P [Initiatives]Lifecycle
Programmes [MSP, 2011]
Organisational Strategy
Change Portfolio
3P [initiatives]3P [initiatives]
Benefits Realisation Management
Benefits Realisation Management
Change ManagementChange Management
Context forOrganisational Change
Context forOrganisational Change
#EventROI#EventROI
Presentation structureSpeaker intros
Sendsteps familiarisationSpeaker intros
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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 Management
Organisational Challenges &
Vision
Responsive, Competitive &
Change enabled
Benefits Realisation ‘factor’
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 Overview
Assures that an organisation’s investment in change is wholly beneficial and aligned to its business development strategy
Vision
Strategic Objectives
Functional Objectives
ManageBenefits
Changes
Benefits Realisation and Stakeholders
3P [initiatives]3P [initiatives]
Benefits Realisation Management
Benefits Realisation Management
Change ManagementChange Management
Context forOrganisational Change
Context forOrganisational Change
#EventROI#EventROI
Presentation structureSpeaker intros
Sendsteps familiarisationSpeaker intros
Sendsteps familiarisation
Directive
Elective
Low Engagement
Potential
HighEngagement
Potential
representativeresponse
curve
Engagement potential v nature of change
Change Challenge - Individuals
Adams, Hayes & Hopson (1976)
Change Challenge - Organisations
The Blind Men and the ElephantJohn Godfrey Saxe (1816-1887)
IP2 Spectrum of Public Participation
Increasing Level of Public Impact
Inform
Consult
Involve
Collaborate
Empower
IAP2 the International Association for Public Participation is the preeminent international organization advancing the practice of public participation
http://www.iap2.org/
The sting in the tail!
Capability factor
Culture factor
3P [initiatives]3P [initiatives]
Benefits Realisation Management
Benefits Realisation Management
Change ManagementChange Management
Context forOrganisational Change
Context forOrganisational Change
#EventROI#EventROI
Presentation structureSpeaker intros
Sendsteps familiarisationSpeaker intros
Sendsteps familiarisation
Summary – Audience Responses
3P [initiatives]3P [initiatives]
Benefits Realisation Management
Benefits Realisation Management
Change ManagementChange Management
Context forOrganisational Change
Context forOrganisational Change
#EventROI#EventROI
Presentation structureSpeaker intros
Sendsteps familiarisationSpeaker intros
Sendsteps familiarisation
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
