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Benefits management and change management - a symbiotic relationship!
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Benefits Management & Change Management a symbiotic relationship! Merv Wyeth Neil White
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Transcript of Benefits management and change management - a symbiotic relationship!
Benefits Management & Change Management
a symbiotic
relationship!
Merv Wyeth
Neil White
3P [initiatives]
Benefits Realisation Management
Change Management
Context for Organisational Change
#EventROI
Presentation structure
Speaker intros Sendsteps familiarisation
Speaker Profile : Merv Wyeth
25 years’ Police Service Programme & Business Change ICT, Web & Mobile Information Project Management Consultant #eventroi
“Help speakers engage & audiences participate in creating memorable events with high impact and value” APM
SIG Steering Group [SSG] ProgM SIG Chair Benefits 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 20yrs Business Improvement (SEI CMMI) - Assessor & Assessment Team Lead Transformation Change Management Benefits & Business Change MSc Change Management
‘an ardent believer that the ability to change is more important than the required changes themselves’
APM
Enabling Change SIG – Change Futures Pillar lead Benefits 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]
Benefits Realisation Management
Change Management
Context for Organisational Change
#EventROI
Presentation structure
Speaker intros Sendsteps familiarisation
the predictable alongside the totally unexpected!
Our ever changing world
The increasing number of change drivers include:
Globalisation
Economy
Technological
Environmental
Innovation
Regulation
De-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]
Benefits Realisation Management
Change Management
Context for Organisational Change
#EventROI
Presentation structure
Speaker 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 implementation of 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 change for 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 way to 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]
Benefits Realisation Management
Change Management
Context for Organisational Change
#EventROI
Presentation structure
Speaker intros Sendsteps familiarisation
Confidence
Method & process
Accurate Information Involvement
Just Cause
Respect
?
What people ‘need’ to know but often don’t
Why
What
How
Where
When
Who
? Resources
Benefits Realisation Management enables an end-to-end context for change to be established & maintained
Organisational
Challenges &
Vision
Responsive,
Competitive &
Change enabled
Benefits Realisation ‘factor’
A Benefits Management Model
5 Practices
7 Principles
Benefits Management
Practices
Benefits Management – 5 Practices
Identify & Quantify
Value & Appraise
Plan
Realize
Review Benefits Management
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
Manage
Benefits
Changes
Realise
Benefits
Benefits Realisation and Stakeholders
3P [initiatives]
Benefits Realisation Management
Change Management
Context for Organisational Change
#EventROI
Presentation structure
Speaker intros Sendsteps familiarisation
Directive
Elective
Low Engagement
Potential
High Engagement
Potential
representative response
curve
Engagement potential v nature of change
Change Challenge - Individuals
Adams, Hayes & Hopson (1976)
Change Challenge - Organisations
The Blind Men and the Elephant John 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]
Benefits Realisation Management
Change Management
Context for Organisational Change
#EventROI
Presentation structure
Speaker intros Sendsteps familiarisation
Summary – Audience Responses
3P [initiatives]
Benefits Realisation Management
Change Management
Context for Organisational Change
#EventROI
Presentation structure
Speaker intros Sendsteps familiarisation
APM Online For Further information
The Association for
Project Management
(Official group)
Association for Project
Management
@APMProjectMgmnt
Slideshare
slideshare.net/assocpm
Google+
Association for Project
Management
YouTube
youtube.com/APMProjectMgmt
This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.org.uk/events
