Audience responses 17-06-14


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On Tuesday 17th June in Bristol the APM South Wales and West of England branch invited Merv Wyeth and Neil White to make a presentaiton entitle 'Benefits and change management - a symbiotic relationship!'.

Their presentation involved using an audience engagement tool online and this document represents the audience responses to questions asked by the speakers.

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Audience responses 17-06-14

  1. 1. Change Management & Benefits Management Audience Comments 2014 1. What would you like to achieve from your attendance at this event?  Knowledge  Motivation  Understanding the inter-relationships between change and benefits  Networking and awareness  Learn about benefits and change  Greater understanding of change process  A better understanding  Improve understanding of the relationship between change and benefits management.  Useful ideas and tools to take back into my day to day role.  Better knowledge that improves my performance  Improved understanding  Greater understanding of change management  Knowledge  Inspiration for a MSc thesis  I was going for B but my finger slipppppppppped  Better  Learn more about the change industry.  Understanding  An understanding of how change  Knowledge  Is age a factor?  Understanding of Benefits Management  Enlightenment  Learn more about the change management industry. Compare what I learn to my experiences and see what I can apply in my day to day life.  Increase my general knowledge!!  Understand key ingredients to help users change.  A better understanding of change processes  Understand how to asses and build change ability  Gain more insight into change and benefits management
  2. 2. Change Management & Benefits Management Audience Comments 2014 2. What suggestions do you have to improve benefits realisation on programmes?  Benefits management needs to be properly resourced at key points in the life-cycle  Involve your stakeholders in a meaningful way and understand "what makes their heart beat faster"  Senior buy-in  Having a good baseline in the first place  Better education of stakeholders  Baseline the now before making the change  Promote cost reduction  Realistic expectations at the outset!  Realistic measures  Make sure you have an effective business change manager  Full engagement with staff/employees as well as obvious stakeholders  The deciders actually listening to the alternative suggestions proposed.  Stop paying lip service to the idea, but at the same time make the benefits identification relevant and directly related to outputs and outcomes.  Clear benefits definition and tracking throughout the programme.  Clarity on benefits you want to achieve!  Incentivise benefits owners to ensure that the benefits are delivered.  Improved accountability. Clear ownership in the business.  Wider understanding in the organisation. Benefits must be embedded part of programme approach. On-going measurement and communication.  A benefit is relative and depends who is looking at it and from what angle. Having a common reason for, and understanding, of the benefits (that are being sought/driven) will help the realisation and embedding of change benefits.  Focus on cash first softer economic ones later  Need to ensure that users / customers actually want to use the results ... a carrot is better than a stick!  Good Communication on a regular basis  Be very clear on what benefits your organisation is after before you jump into developing a solution ...  Apply optimism bias to benefits plan as Full Business Case often over-states benefits in my experience  Senior Management to step up and take charge!  Only together can we make it happen  Integration of org culture with readiness for change - if the culture isn't there, the change won’t be.  Better leadership
  3. 3. Change Management & Benefits Management Audience Comments 2014 3. How can project management meetings and events be improved?  Consider benefits management in stand-alone projects bit just programme level.  Always set an objective for the meeting  Make sure the right people are in the room  Don't try to cover too much  Clear objectives and outcomes agreed before the meeting. Follow up of actions.  Bring in APM  Clear direction of purpose  Expectation management  Continuous and regular sessions  Workshops  Remove the chairs and coffee  Ground them within case studies make them less introductory  Clear and concise agenda  Clear agenda, appropriate empowerment  Communicate purpose. Ensure the required people attend. Stick to time.  Provide short pre reading so we can get into higher level professional learning  Tea and Biscuits  Good food (for thought)!  Using effective facilitation skills and visualisation techniques  State pre requisite knowledge and experience?  Correct level of attendance and direction/leadership from the Sponsor  Planning! What is the objective for the meeting and who do you want to engage with.  Bring cakes!!!  Provide pre reading (short) with questions for application to prof practice  Keep an eye on the brick wall before we hit it!  The 5 Ps  All able to participate Merv Wyeth 18th June 2014