Benefit Realisation Management in Practice at Sheffield Hallam University - By Nicola Haywood-Alexander
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Presentation conducted by Nicola Haywood-Alexander at Sheffield Hallam University on 12th March 2013 on Benefits Realisation Management in Practice
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Benefit Realisation Management in Practice at Sheffield Hallam University - By Nicola Haywood-Alexander
- 1. Benefit Realisation Management in Practice at Sheffield Hallam University Goldilocks and the Jar of Marmite! Nicola Haywood-Alexander Head of Business Improvement Services Secretary & Registrar's Directorate
- 2. Dual Practice of..... Change Leadership: Design Decision-making Stakeholder engagement Readiness for change Transition P3O: Project management Programme management Portfolio management (Corporate,IST and Estates) 'Be Brave' - 'Staying true' .
- 3. 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
- 4. 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
- 5. Toolkit • Benefit statements • Benefit maps • Benefits profiles • Interdependency logs • Benefit realisation planning • Benefit reporting
- 6. 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
- 7. 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
- 8. Practitioner Issues • Who is the BR Manager? • Problem or strategy centric? • Complexity • Expressing tangible benefits • MI, data and service metrics • Developing indicators o qualitative and quantitative • Often retrospective • 'Lip service' 'Academic exercise'
- 9. Academic Issues • Causal and affect • Feedback and evaluation of assumptions • Strategy or value management • Change management o organisational development o organisational behaviour
- 10. Juxtaposition Integration Change Visioning Reengineering Reorganising Restructuring The Structural Side TRUST Transition The People Side Letting Go Grieving Rebuilding Faith & Hope Learning Anew
- 11. 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
- 12. Changing management is contextual “Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.” PeterDrucker Source: Johnson & Scholes, 1992
- 13. 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?
Editor's Notes
- I spoke earlier about sometimes there has been bias towards change being structured and other times towards it being people centric.Story of CtI programme. Context : a power struggles at the highest level (and acknowledged as so)Highly developed expertise in organisation HR change (we have done a lot) excellent experience for impacted staff (auditor's comments)Cultural silos present in faculties and emerged in directorates - impacted implementation of whole system change and user engagement not so good experience for internal customersA change manager has to be brave, hold fast during the storm. Some leads got very nervous, wanted to close down the programme as soon as the structures were in, and put its brand to bed. Had to remind them what a transformational programme is about, take them back to the blueprint and review the business case and benefits.And yes! that was taking the scientific, methodological management perspective and a solution o the symptoms, but what was the cause?What was driving this? A broader cultural context - these manager have highly instinctive to their local culture. The academic critique was gaining voice and their inherent bureaucratic nature meant they wanted to manage and control the risk very tightly.Cultural intuition? Indeed but ironically also a cultural faux pas!We were at the bottom of the change curve (click) and attention to the people side was needed as well, not just for the staff whose job changes (they knew this needed attention) but for all stakeholders. The old ways worked of well-embedded working relationships and routines rather than specially defined processes (tasks were personified). These (both) were described by stakeholders as 'being broken'. Academics want to be intellectual and loyal in a collegiate sense. And administrators want to excellent and efficient in a corporate sense.Nothing wrong with either of this great attributes, but the lesson is to be effective you need both sides - a balance.
- Too many times I have seen on a benefit map, a change or impact called "Change the culture" - oh yeah?!Best chance you have is to implement the change within the culture, but not to it.We haven't forced practices upon the university, but allowed our practices to evolve. Now there is a conscious, on-going review and development of roles:Programme/Project (Change) LeadersProgramme/Project Managersand their working relationship.This is change management itself, so ... How did we accomplish this?Critically it's about understanding culture,in terms of:Practice - competences and applying them to the cultural context - andPractitioner - innate and developed competences, related to cultural backgroundOur culture is predominately about:Reflecting upon change journeys, feedback, observations, challenges and success.Willingness to evaluate, learn and adapt on a continuous basisThere is some interesting thinking regarding cultures and change we readily apply - I thought I would share these with you, as they are transferable. The Cultural Web (Click) is a framework for describing a culture in term of its stories, rituals, power structures...is readily accepted because Prof Scholes of Johnson and Scholes is a highly regarded SHU and previous director of the Sheffield Business School.Then there is McNay's descriptions of university culture (extension of thinkers such as Handy and Morgan)