Benefit Realisation Management in Practice at Sheffield Hallam UniversityGoldilocks and the Jar of Marmite!

Nicola Haywood-AlexanderHead of Business Improvement ServicesSecretary & Registrar's Directorate

Dual Practice of.....

Change Leadership:DesignDecision-makingStakeholder engagementReadiness for changeTransition

P3O:Project management Programme management Portfolio management(Corporate, IST and Estates)

'Be Brave' - 'Staying true' .

Corporate Level Programme/projects and Strategies

Improving Student Experience Academic and Student Process Improvements Student Service Improvements Future Student Relationship Management Data Warehouse and Institutional MI Reporting Research and KT Information & Data Processes HR and Payroll System Single Card

Estates Strategy International Strategy Sports Strategy

Using benefits to support management of corporate change portfolio at SHU

Definition: Considering benefits when the strategic objectives are set Qualitative as well as value based benefits

Delivery: Mapping the change strategy, combining it with the

blueprint/ product breakdown to design programme Managing interdependencies Prioritisation

Exploitation: Focus on benefit and outcomes rather than solution centric programmes and

projects Business case and value management

Review: Corporate performance framework Post phase, programme and transition reviews

Source: Ashurst et al., 2008

Toolkit

Benefit statements 

Benefit maps 

Benefits profiles

Interdependency logs 

Benefit realisation planning 

Benefit reporting

Deployment and maturity

• Emergent • UEG leadership• Linked with business case,

blueprint and programme delivery framework

But...• Variable engagement • Variable institutional experience • Multiple levels of maturity

How we use Benefit Realisation Management

• Strategic performance

management

• Value management

• Portfolio management

• Change management

- Metrics and indicators

- Cost benefit analysis

- Prioritisation

- Change journey and rationale

Understanding - and - Story-telling

Practitioner Issues

• Who is the BR Manager?

• Problem or strategy centric?

• Complexity

• Expressing tangible benefits

• MI, data and service metrics

• Developing indicatorso qualitative and quantitative

• Often retrospective

• 'Lip service' 'Academic exercise'

Academic Issues

• Causal and affect

• Feedback and evaluation of assumptions

• Strategy or value management

• Change management o organisational development o organisational behaviour

JuxtapositionIntegration

Change

Visioning

Reengineering

Reorganising

Restructuring

The Structural Side

TRUST Transition

The People Side

Letting Go

Grieving

Rebuilding Faith & Hope

Learning Anew

Success with BRM

More than just organisation....

• Paradigm shift that is subtle, but extremely important

• What is already know becomes valuable and hence practice makes sense

• Relationships are a vital ingredient to working across cultures

Source: Ashurst et al., 2008

Changing management is contextual

“Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.”

Peter Drucker

Source: Johnson & Scholes, 1992

The sector's is currently undergoing potentially radical change

There is a legacy of debate regarding university management to reflect upon

People either love it or hate it - managers and academics alike

A technique with many facets

An experienced practitioner can chose to use and apply the tools in numerous combinations.

The trick is to get it just right!

Goldilocks and the Jar of Marmite?

Thank youQuestions?