Post on 29-Nov-2014
description
“Strategic Benefits Mapping
in the Public Service”
Tanner James… Enhancing your programme and project management capability
in the Public Service”
Barry Anderson
CEO Tanner James
“what strategic contribution does this
change initiative make to the
achievement of the organisations
goals??”
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Tanner James… Enhancing your programme and project management capability
goals??”
(you have 3 mins and 200 words)
• Where are we now?
• What will the future look like?
• How will the “lived experience” of
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• How will the “lived experience” of
stakeholders be different ? (as THEY
perceive it)
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• Ahead of the Game – Blueprint for the
reform of Australian Government
Administration focussed upon the need for
the APS to meet the expectations of a much
more complex society with expectations of
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more complex society with expectations of
high quality services and greater citizen
involvement in service design.
“BENEFITS are not simply just one
aspect of project and programme
management, they are the rationale for
the investment of tax payer’s funds in
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the investment of tax payer’s funds in
change initiatives”.
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• Lindsay Tanner – Penny Wong
• Gershon Review
• P3M3 Capability Maturity
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Assessment
• Capability Improvement
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Gershon recommended that FMA Agencies:
• Take appropriate steps to improve their capability to
commission, manage and realise the benefits of ICT- enabled
projects and new policy proposals.
• Implement a common methodology for assessing agency
capability (P3M3)
Tanner James… Enhancing your programme and project management capability
capability (P3M3)
• Be required to propose a target level of capability and to develop
a capability improvement plan and to commit to and agree
actions to address any capability gaps.
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Benefits management should be integrated into:
• The wider organizational context of the portfolio
of investment
• The organization’s strategic planning,
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• Pf, Pg, Pj Management, and
• Performance management systems.
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• Delivering benefits should be the key
driver of strategy and investment in
change initiatives.
• Envisage the future state or as Stephen
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• Envisage the future state or as Stephen
Jenner refers to it start with the end state
in mind.
“Vision” is not a nebulous “to be” state
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• The wider the net is cast to engage stakeholders
the greater the prospects of realising benefits.
• Genuine engagement enables agencies to
clearly define expectations in terms of
outcomes required to be delivered.
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• Stakeholders would usually prefer to settle for
less if that is achievable.
Pareto rule 80% of gains from
20% of change activity
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Initiative Complexity
• As society becomes more complex there will be
a need to accept greater use of non-financial
benefits.
• APS agencies involved in the delivery of
humanitarian programs, aged care reform and
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humanitarian programs, aged care reform and
animal welfare programmes are currently
confronting this issue.
• Successful benefits management engages
stakeholders to optimize rather than maximize
benefits realization. (Pareto 80:20)
• As lessons are learnt and applied going forward
benefits realisation is optimised as part of the
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benefits realisation is optimised as part of the
organisations commitment to continuous
improvement.
Ministerial mandates and
CEO favoured projects
Aka
How an optimised benefits driven
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How an optimised benefits driven
portfolio of investments in change
initiatives saved my/your career
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• Lack of ownership and accountability has been the
primary cause of low ratings for Benefits
Management in P3M3 capability maturity
assessments.
• Tanner James experience is in line with the research
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• Tanner James experience is in line with the research
of Jenner and Byatt (2012) in which perceptions of
maturity were lowest for benefits management.
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• Agencies have rapidly improved their visibility
of change initiatives and reporting dashboards,
so all stakeholders have access to performance
data
• This is perceived to have led to higher levels of
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• This is perceived to have led to higher levels of
accountability for both the conduct of change
initiatives and the delivery of benefits.
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• Managing benefits needs to translate into behaviour
which demonstrates the way we do things around
here.
• This can be achieved by treating the development of
benefits management as a (benefits-led) business
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benefits management as a (benefits-led) business
and behavioural change programme supported by
relevant training and development.
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• Transparency is a critical element of a
corporate culture focused on achievement.
• A commitment to learning from past
mistakes and the recording of lessons
learnt is a critical part of building a culture
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learnt is a critical part of building a culture
of transparency.
• It is a necessary part of a benefits led focus
on doing the right things the right way.
• Benefits led change
• Benefits
Identification
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Identification
Benefits Mapping Approaches
• Logic Chains
• MSP Benefits Maps
• Results Chains
• Benefits Dependency Network
Maps
• Benefits Logic Map
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• Benefits Logic Map
Key information
Managing Benefits – Optimizing the Return
from Investments - pages 59 to 66
QUESTIONS
Tanner James… Enhancing your programme and project management capability
QUESTIONS
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Barry Anderson
Tanner James Office
1300 774 623
Mobile
0419 304 966
Tanner James… Enhancing your programme and project management capability
0419 304 966
Barry.anderson@tannerjames.com.au
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Tanner James… Enhancing your programme and project management capability