Keeping benefits management simple, workable, and alive in BT
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BM in BT Transformation Keeping BM simple, workable, and alive
in BT
Sheffield Hallam University
Viren Lall
Secretary APM Benefits SIG
Head of Business Transformation, BT
12th March 2013
Topics
• Context Setting BT & transformation
• Spotlight on BM and change
• Keeping BM Simple and “owned”
BTGS revenue by sector 2011/12
Who are BT Global services customers? Experience and track record of delivery with a wide range of customers globally
© British Telecommunications plc Our customers 3
A global leader in managed networked IT
services
We serve:
• 87% of the FTSE100 companies
• 64% of the Fortune 500 companies
• 90% of Interbrands’ annual ranking of the
world’s most valuable brands
• the world’s top stock exchanges, leading
broker-dealers and biggest banks.
• We also supply services to national and
local government organisations and other
public sector bodies in the UK and in 16
countries around the world.
Experience, and a track record
• Around 7,000 corporate and public sector
customers across more than 170
countries
• Widely recognised as market leader by
industry watchers
BTGS’s vertical initiatives
represent an industry strategy that
is fully integrated with its global
MNC efforts.
Ovum 2011
47%
26%
18%
6% 3%
Corporate customers
Public sector (UK and overseas)
Financial institutions
Transit
Other global carrier
Our customer references Examples of some of our customers from 2011/12
© British Telecommunications plc Our customers 4
Global – April 20121 Pan-European – April 20122
1 Gartner, Global Network Service Provider Magic Quadrant, Neil Rickard and Robert Mason, April
2012 2 Gartner, Pan-European Service Provider Magic Quadrant, Neil Rickard and Katja Ruud, April 2012
This Magic Quadrant graphic was published by Gartner, Inc. as part of a larger research note and should be evaluated in the context of the entire report.
The Gartner report is available upon request from BT. Gartner does not endorse any vendor, product or service depicted in its research publications, and
does not advise technology users to select only those vendors with the highest ratings. Gartner research publications consist of the opinions of Gartner's
research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this
research, including any warranties of merchantability or fitness for a particular purpose
BTGS - a Global Leader A leader in Gartner’s Network Service Provider Magic Quadrants
A global leader
5
Business Transformation
Business transformation is a leadership initiative, typically by the
senior management team, that aims to align an organisation's
initiatives with the organisation’s business strategy and vision.
Value is generated through monetising operational efficiencies
gained.
The benefits of a business transformation programme are
typically expressed as an end state (for example) 50% increased
revenue, 30~% cost reduction or margin improvement, reduction
in end to end cycle time for service delivery by 10 days, a measure
of quality, or 25% improved in customer satisfaction scores.
What do I do in BT • Run Business transformation hothouses 3 day events 50-70
people to achieve outcomes
• Coach/Mentor managers on requirements, benefits, change
• Lead teams of architects, Business Analysts, change managers,
Transformation professionals, developers, PMO, operational
stakeholders, COOs, VP teams
• In brief define stages of transformation and drive transformation. 2
transformation programmes 2300 and 900 people.
• My responsibilities include
• Defining Transformation Strategy
• Enabling Benefit Realisation and maximising opportunity
• Advising on Change
7
Topics
• Context Setting BT & transformation
• Spotlight on BM and change
• Keeping BM Simple and “owned”
Business Transformation failures are multi
stage
9
Defining the transformation
strategy.
Developing a benefit realisation
plan
Implementing the plan
Target Operating Model operational
Same Operating Model
Dashboard for leading indicators
and benefits
Strategy
Complex. Lofty. Not coherent
Underpinning Transformation Benefits
Not rigorous. Not shared. Nor Agreed
Execution
Failures in Project , Programme, and Change
Business Transformation failures -
common causes
10
Strategy
Complex. Lofty.
Not coherent
Underpinning
Transformation
Benefits
Not rigorous. Not
shared. Nor Agreed
Execution
Failures in Project ,
Programme, and Change
1. Fluff
2. Goals
3. Hierarchies
4. Not linked to
a challenge
1. Focussed on delivery
2. Delivery of tech and
benefits will happen
3. No line of sight to
realisation
4. No accountability
1. Project failure
2. Stakeholder
management failure
3. Poor implementation of
change management
BT has an active BM practice…
© British Telecommunications plc 11
BM is required skill for PPM and Business Advisory
community
Online courses
SME Group
Membership of APM/ BM SIG etc.
We have adopted the Cranfield method and adapted it a
while ago
Finance community that look for benefit maps in business
cases!
Huge awareness
It would be non PC not to play lip service to BM
But BT still faces issues in BM.
© British Telecommunications plc 12
Consultants map “benefits” (recommendations)
Business analysts map requirements
Architects map solutions
Truisms
Dave Reynolds “last switch” law of benefit realisation (CIO BT Global services): benefits will only get realised when the last technical deliverable and full business change is complete.
The weakest professionals run the business change: the post delivery PM teams
From Peter Glynne
What is the single biggest hurdle of BM
adoption?
© British Telecommunications plc 14
Our ability to “map” benefits, everything else can follow
People have the knowledge, guidance
We have to remember
– Awareness ≠ Skill
– Knowledge ≠ Skill
Even adoption BM is a change
15
So do people resist change?
People resist being changed
People definitely resist the ambiguity of change
More often than not its lack of awareness and/or
skill and people will most definitely resist moving into
areas beyond their capability
Topics
• Context Setting BT & transformation
• Spotlight on BM and change
• Keeping BM Simple and “owned”
What are we doing to address this? Simplify the capability
© British Telecommunications plc 17
30 minute primers followed by hands on surgeries on individual
projects v/s 2 day offsite training
Specialist move into support/mentoring role
Not for PPM community only, business analysts, market leads,
architects
Being 80% correct on mapping and 100%
owned has a greater chance of realisation,
than 100% correct map (which will change in
any case within a years reality)
What are we doing to address this? Clear direction
© British Telecommunications plc 18
First map
Then quantify
And then maintain
What are we doing to address this? Motivating the transformation professionals
© British Telecommunications plc 19
Typical Consultant approach reduces benefit landscape as
programmes are built.
Find more benefits: Show them a way. A 2-3 hour session produces
a credible map on a Workstream
On-going tool for emergent benefits along lifetime
Don’t run Benefit modelling as PMO central function
Keeping it Simple 30 second rule
© British Telecommunications plc 20
Capability (ENABLER)
BusinessChange
Outcome
CORE CSDK
FUNCTIONALITY
Bill of Materials,
costing, pricing,
approval stage,
workflow, task
allocation, templates,
order gateways
Interlock with CS
“provisioning” stack
Reduction of manual
overhead in CS to create a
new “order” ready request
from the received CAF
Benefits/ Disbenefits
Delivery PM in T4/5
places the order when
ready instead of returning
an approved CAF (Order
gateway stage reached)
Reduction of manual billing
for finance transfer* (TBC)
in Keith Browne's area.
Reduction in PI in for MoU
related internal transfer for
orders for T4/5 customers
Integrated billing and
inventory update to T4/5
customers
Reduction in PI effort in CS
for CS ordering stage
Consistent jeopardy
management, order tracking
as specified in Delivery
mgmt. dashboard
Delivery manager sees the
order status of the CS
portion as a part of bigger/
complete project for the
customer
Reduction in PI effort in
Delivery management
function for CS orders
Easier costs reconciliation
for transfer charges because
cost and pricelines and
order details are in one
place. On a single asset key
Reduction in costs
reconciliation for internally
charged items
This is neither encouraged nor tolerated
© British Telecommunications plc 21
Reduction of maintenance costs
Reduction of engineer visits 1
Decrease workload in e-records
Leader inCSAT
Leader inCSAT
FlexibleOrganisation
FlexibleOrganisation
Ben
efits
Dep
ende
ncy
Net
wor
kChange In
Working PracticeEnabler Feature Benefit Objective
frame e-side port -technology type
attribute
Sales force target spare capacity areas effectively
Spare rack and card space information
available
All planning data available in all geographies
All technologies can be planned in one
system
Restore not repairDuct/Fibre/ Tribseperacy information
avalable
Provide the maximum capacity of a element
Automation of straightforward planning via rules(rack,
shelf,...)Automated planning
rules
Enable multi skilled planners(cross domain)
Sell services not technology (alternative routes / medium)
Conform to the governments Streetworks initiative.
demographic information
Engineers can update Network Engineer
from the field
Flexible People
An e-2-e physical view of the physical
network
Engineers can download detail maps
for each job
Provision of 1141 code
Automated provision frame connections
Automatic ability to route over and
allocate planned fibre
access & core physical planning can
be done together
Engineers update records accurately while on site
Engineers enabled to resolve faults when they find them
Engineers recognised for proactive jobs
Continuous focus on information quality
Cross geography preventative maintenance programme
Engineers get accurate & graphical information at point
of need
Use capacity & service availability at POS
Invest in strategic and not tactical solutions
Value the capture & maintenance of accurate data
Improved data quality (volume & accuracy)
Operationally effective &profitable
Operationally effective &profitable
Flexible &Empowered
People
Flexible &Empowered
People
Exploit theNetworkProfitably
Exploit theNetworkProfitably
Piper / TCP -Field
engineer client
Piper / TCP -Field
engineer client
Piper - GIS (streetworks)
Piper - GIS (streetworks)
Piper -Internal Plant
Piper -Internal Plant
BMS - frame / port
attributes
BMS - frame / port
attributes
BMS - Fibre allocation
BMS - Fibre allocation
Planning
Increased planning efficiency
Decreased hand-offs
Decrease ELF & DOA
Meeting provisioning SLAs
Decreased inbound & outbound customer contacts
1
3
1
1
1
2
Faults 2
Reduce lost assets(both capacity & equipment)
Reduce overall fault rate
Faster fault location and restoration.
2
2
2
1
Faults 2
Reduce lost assets(both capacity & equipment)
Reduce overall fault rate
Faster fault location and restoration.
2
2
2
1
Reduced new build
Reuse of recovered plant
Reduce existing internal plant footprint
Internal Plant
Reduced new build
Reuse of recovered plant
Reduce existing internal plant footprint
Internal Plant
1
2
1
1
Reduction of development costs
Reduction of localised system development /
Licences
Reduction of interfaces / Modular OSS
Flexible Systems / Eased replacement
Systems 1
1
2
3
3
2
Engineering
1
1
2
Accurate & detailed Streetworks info
Increase sales & up-sell
Increased commitment at point of sale
Create new service offerings
Sales
Meet the provisioning CDD(customer due dates)
Decreased Penalty costs
1
2
3
2
3
2
Decreased Fines (from regulator....) 1
More accurate proactive planning (using customer data)
Enable multi skilled planners(cross geography)
3
Intelligent appointing
Access to BTW engineer diaries
Increase automated provisioning (frame jumpers)
less planning
Concluding…
© British Telecommunications plc 22
Transformation programmes fail, lack of benefit management is but
one cause.
How we rate ourselves and our skills, and whether they are used to
empower others. People don’t take kindly to zealots
Ownership buy-in, simplicity and keeping it alive are far more
important than being 100% correct
Tackle adoption of BM practice first before tackling the change
underpinning the benefit
It’s more than the knowing doing gap - its knowing (but not how
to) doing gap that stalls adoption (BM) stalls realisation
Delighted to say that APM BM SIG has taken the plunge
to run “how to” mapping workshops. Watch this space
Tips: backup
Supporting stakeholder engagement – top 10 tips
• Build the benefits map collaboratively - gets buy-in and helps delivery team
to visualise the benefits. Resist – discouraging them from producing it! You will be surprised
– walking in with a complete product – it prevents them from being overwhelmed
– Creating it offline and bringing it back – you miss the golden chance of them owning it as a
part of the creative process. Ownership supports accountability for realisation
• Build iteratively within projects and work-streams for large programmes and
then aggregate
• Be firm about the conventions for producing the maps, but not at the cost of
being a barrier to production
• Invest time in smartening maps to create clear communication tools
It is an intuitive, logical tool and when executed well produces fabulous results
Supporting stakeholder engagement – top 10 tips
• Prepare stakeholders for Benefits Realisation Management with short
briefing sessions
• Understand their objectives, explain it’s a non linear process and get them
to own the results of the finished product
• Use benefits maps to communicate actively through to your stakeholders
groups
• Quantify in benefits profiles and record in benefits register
• Having achieved consensus, assign responsibilities and accountabilities
both for tracking and for realisation
It is an intuitive, logical tool and when executed well produces fabulous results
Supporting stakeholder engagement – top 10 tips
• Prepare stakeholders for Benefits Realisation Management with short
briefing sessions
• Understand their objectives, explain it’s a non linear process and get them
to own the results of the finished product
• Use benefits maps to communicate actively through to your stakeholders
groups
• Quantify in benefits profiles and record in benefits register
• Having achieved consensus, assign responsibilities and accountabilities
both for tracking and for realisation
It is an intuitive, logical tool and when executed well produces fabulous results