Sysdoc - 3 Embedding the change - Tracking

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Sysdoc is a specialist consultancy which delivers business transformation and change which is successful and sustainable.

Since our formation in 1986 we have supported a large, global client base, including major corporate, government and public sector organisations.

This is the third in a Sysdoc Slideshare series about change management.

In our second presentation, we looked at how we could define the benefits obtained from a change management scheme.

In this presentation, we will consider another vital aspect, how to track the benefits.

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Over the previous two Slideshare presentations in this Sysdoc series, we have examined how to prepare for a change management process, and how to define the benefits which arise from undertaking such a process.

These were fundamental steps in embedding the change in a company.

Tracking the benefits is also vital if the change management procedure is to succeed.

During the course of this presentation, we will look into what it takes to track these benefits.

How to track the benefits


Tracking the benefits is easy for processes which deliver “hard” results, such as financial savings, sales volumes or increased cash collection.

But what about those processes where tracking the benefits becomes more tricky?

Processes such as improved risk avoidance or increased customer satisfaction?

We will look at ways to track the benefits which arise from these more qualitative, rather than quantitative, situations.

It involves a tracking process which is established and maintained throughout the project introduction and implementation in its entirety.

Tracking the benefits for qualitative processes


So, how do you start things off for tracking a change which provides qualitative results and benefits, say, customer feedback?

Firstly, it is essential that the project manager, sponsor and business stakeholder should work together.

They should examine the process as a team, and define the benefits of the proposed process.

For our customer feedback, we would instigate talks between each party to understand how the qualitative results impact hard numbers.

By doing so, we can agree upon values for the proposed results.

Working together


We touched upon this in our previous posts, where we saw that for projects to succeed, change must be planned, and adequate resources set aside for this.

All parties should therefore track their realisation throughout the project.

This can be achieved by following these steps, which we will examine further as this presentation progresses:

A work-through for tracking the benefits

Starting point of the benefit should be acknowledged

A benefits tracking framework should be introduced

There should be an initial business buy-in

Adequate governance should be in place


In order to track the benefits in a manner which will be useful to all concerned, everyone should agree on a starting point for the benefit.

This should then be tracked and recorded throughout the duration of the project.

By doing so, any changes and differences to the starting point, and initial thoughts regarding what change and benefits the project aims to bring about can be monitored.

The achievement will be that there is in essence, a full log recording the agreed upon benefits, and what happened in reality.

Changes can then be implemented to suit over the course of the project.

From the top

Starting point of the benefit should be acknowledged


In order to reap the benefits of tracking the project from the start, a suitable framework should be introduced.

The effort required to implement this will depend on the size of the project at hand.

Smaller projects may be tracked within a single spreadsheet with certain fields, whereas larger projects may seek something more comprehensive.

Possible areas to include in the framework are:

Full description of the benefit, stakeholder beneficiaries, description of how the benefit is measured (see: Embedding the Change – 2 – Defining the Benefits), and risks to the benefit.

A benefits tracking framework should be introduced

Implementing a framework

http://www.slideshare.net/Sysdoc/slideshare-embedding2-v04


There should be an initial business buy-in

Someone should take responsibility within their business plan for the changes on a financial basis.

At the very least, it should account for the cost saving, head count reduction or revenue increase.

By working closely with the finance department, maximum benefits will be realised.

Together, you will help to ensure correct phasing and reporting, in addition to ending the possible over estimation of benefits purely to “push the project through.”

The buy-in


Adequate governance should be in place

This will vary depending on whether the project at hand is small, or large.

For smaller projects, the benefits should be adequately reviewed at the end of each phase.

However, for larger projects, benefits should be reviewed as part of the formal project governance process.

This is highly recommended if a benefit is at risk of not being achieved.

The advantage to the governance here is that if, as we saw, benefits are at risk of not coming to fruition, aides from a senior level can be called in to rectify the situation.

Implementing suitable governance


In order to effectively track the benefits of a process, there are many different possibilities that can be explored.

We have seen in this Sysdoc Slideshare some of these which can be used to track the benefits of both small and large projects.

Accountability and measurement are critical to realising the benefits of projects of all sizes.

Initially, putting it into practice and getting the wheels rolling may seem hard, and involve efforts in communication and training.

However, the results will definitely be seen over the long term, from overall impact to the bottom line.

What comes of tracking the benefits?

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Sysdoc - 3 Embedding the change - Tracking

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Transcript of Sysdoc - 3 Embedding the change - Tracking