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IT-CMF BAR

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IT-CMF BAR IT-CMF BAR Presentation Transcript

  • © Innovation Value Institute 2013 Benefits Management: Revision of the BAR Critical Capability and its potential influence on IT-CMF Michael Porter Head of Advisory Services, IVI
  • © Innovation Value Institute 2013 Agenda 1. The case for change 2. Work group agenda 3. Research and models considered 4. Process and results to date 5. Emergence of Business Value Management (E-BAR) 6. Next steps Appendix: • Current CBBs, Definitions, Practices • Draft CBB Questionnaire 2
  • © Innovation Value Institute 2013 Both recalibration and expanded competencies needed • Shift in emphasis • From measurement /tracking/reporting to driving business change • Recalibrate maturity of business case practices • Highlight the full lifecycle of benefits management • Planning to Execution to Delivery / Harvesting • Move beyond financial valuation to business value creation • Business value requires deployment of both tangible and intangible assets • Research wider and more current benefits realization resources • Information Paradox. Cranfield Univ, Gartner, Val IT, Fujitsu views • Much recent work – OGC, APM, NHS, Canadian & Australian govts, Durham Univ • The importance of developing an outcomes orientation • Benefits are outcomes • Makes benefits (aligned to business goals) the drivers of business change • Business change central to the achievement of benefits • Benefits come from change, not technology • Enables benefits-led PPM • Centrality of benefits mapping • Drives business case and outcomes measurement • Drives priorities, identifies dependencies • Shows the causal relationship between IT initiative, the capability it delivers, the business change required to deliver desired outcomes and the realization of business benefits aligned to strategic objectives • Metrics typically emerge from the benefits • Expand CBB practices Adjustments Added dimensions 3
  • © Innovation Value Institute 2013 4 Category Capability Building Block BV Language BAR Templates & Guidance Benefits Assessment Benefits Realisation BV Tracking and Reporting Adoption and Impact Decision Making Benefits Process Benefits Culture Benefits Planning Planning Harvesting Benefits Modelling and Assessment Benefits Realisation BV Tracking and Reporting Benefits Process Benefits Lifecycle Potential CBB RefinementsCurrent Definition Execution Expand Scope • End to end nature of BAR • Emphasis on making Projects / Programs benefits-led from the start • With maturity, language should shift from ‘IT projects’ to ‘IT-enabled business change investments’ • Post-Implementation Review is only the beginning of Harvesting Decision Making Business Change • Explicitly raise the importance of outcome mapping / modelling capability • Business change capabilities are central to an organisation’s ability to deliver benefits • Emphasis on need to develop an outcomes orientation and a benefits focus • Recalibrate the role of the business case; it’s of lower order than its current prominence • Business case as lower maturity; value case in higher maturity categories Additions, Refinements Benefits Culture Refinements Category Capability Building Block Adoption and Impact Proposed Additions/Changes Initial view of areas of additional emphasis
  • © Innovation Value Institute 2013 End to end nature of BAR life cycle • Goes well beyond both project and systems development life cycles - from concept to retirement Specify Critical Business Goals Qualify Opportunity Initial Business Case Vendor Qualification & Selection Program Initiation Scope Definition Program Execution Go-Live & Stabilisation Pre-Project Gateway Review 1 Implementation Gateway Review 2 Gateway Review 3 Gateway Review 5 Post Production Support Gateway Review 4 Post-Project Benefits-led Scope Control Change & Benefits Monitoring Business-level Project Governance Benefits / Value Management Project / Program Management Responsibilities: Benefits / Outcomes Map & Benefits Plan Benefits Harvesting Benefits Reconciliation Source: Based on Val-IT case study 5
  • © Innovation Value Institute 2013 The IT environment is shifting in ways that couldn’t have been foreseen when the IT-CMF was originally architected 1. Organizations are taking an increasingly business-centric view of IT, with the focus shifting from the “T” to the “I” • Technology continues to contribute significantly to business value, but not in and of itself – value comes from how the business uses technology • The major contributor to business value from technology has become the organizational change that technology both shapes and enables – the majority of that change is in the business domain 2. Technology itself, both in terms of its capabilities, and how those capabilities are delivered and used, is also changing at an ever-increasing rate  All this is giving rise to a fundamental rethinking of how IT is governed and managed 6 IT-CMF itself needs to evolve to meet these new realities
  • © Innovation Value Institute 2013 Agenda 1. The case for change 2. Work group agenda 3. Research and models considered 4. Process and results to date 5. Emergence of Business Value Management (E-BAR) 6. Next steps Appendix: • Current CBBs, Definitions, Practices • Draft CBB Questionnaire 7
  • © Innovation Value Institute 2013 BAR work group 2012/13 (L to R) Michael Porter – IVI Dr Colin Ashurst – Director of Learning & Teaching - Newcastle University Business School (UK) Catherine Crowley – BAR Research Lead, IVI Jim Kenneally – Intel John Thorp – Author, former Chair, Val IT Development Team & Steering Committee (Canada) Brian Fitzgerald – AIB Group (ret.) 8 (L to R) Dr Joe Peppard – Professor, Author; Chair, Information Systems at Cranfield School of Management (UK) Paul Lidbetter – Microsoft David Trevitt – IVI
  • © Innovation Value Institute 2013 Work group agenda • Fast-tracked post-Stage 4 improvements • Initial meeting was a 2-day face-to-face workshop at NUIM (12-13 Nov 2012) • BAR CC Workplan • Phase 1 (mid Nov 2012 – Feb 2013) • Research frameworks, methodologies • Reframe CBBs – definitions, practices, maturity levels • Draft a CBB-level maturity questionnaire for piloting • Phase 2 (Mar – Jun 2013) • Pilot CBB questionnaire • Draft a full CC questionnaire • Complete POMS • TC Review • Pilot Revised CC • Emerging stage – establish enterprise BAR lens (Q3 2013) 9
  • © Innovation Value Institute 2013 Agenda 1. The case for change 2. Work group agenda 3. Research and models considered 4. Process and results to date 5. Emergence of Business Value Management (E-BAR) 6. Next steps Appendix: • Current CBBs, Definitions, Practices • Draft CBB Questionnaire 10
  • © Innovation Value Institute 2013 BAR research references Benefits realization research • Foundational models • Frameworks derived from / informed by foundational models • Examples in practice • Benefits mapping approaches • Full bibliography on IVI Wiki: https://iviinnovation.pbworks.com/w/page/139 55909/BAR_TC_Review_Page 11 Key reference books
  • © Innovation Value Institute 2013 12 Foundational models Information Paradox ABMCranfield PMBM
  • © Innovation Value Institute 2013 13 Benefits realization frameworks VAL-IT Gartner Ashurst Competency Framework APMG
  • © Innovation Value Institute 2013 14 Benefits mapping approaches
  • © Innovation Value Institute 2013 Agenda 1. The case for change 2. Work group agenda 3. Research and models considered 4. Process and results to date 5. Emergence of Business Value Management (E-BAR) 6. Next steps Appendix: • Current CBBs, Definitions, Practices • Draft CBB Questionnaire 15
  • © Innovation Value Institute 2013 Principles to guide development of BAR 1. Value mindset/culture - organizations will move beyond a culture of delivery to one of value 2. Benefits come from change - benefits do not come from technology by itself, but rather from the change that technology both shapes and enables 3. Benefits must be outcome related - benefits will be clearly stated, in terms of the expected outcomes (or their contribution to those outcomes) and measurable 4. Metrics - relevant, appropriate and consistent metrics, will be defined and monitored for benefits/outcomes, and for the change initiatives contributing to them 5. Full Life Cycle - benefits will be actively managed through the full life cycle of an investment decision 6. Accountability - there will be clear accountability for the realisation of benefits 7. One size does not fit all - Different categories of investments , assets, and organizational contexts require different approaches (in terms of scalability and adaptation) 8. Continuous learning & improvement - the use of BAR practices will be continually monitored and improved based on lessons learned, and the current state of practice 10 DRAFT – For Discussion Only
  • Qualify Opportunity Initial Business Case Planning (Pre-Project) Gateway Review 1 Execution (Implementation) Gateway Review 2 Gateway Review 3 Gateway Review 5 Post Production Support Harvesting (Post-Project) BAR PPM Responsibilities: Benefits Harvesting Benefits Reconciliation Value Creation Value SustainmentAdoption Retirement Ideation Specify Critical Business Goals Investment Gateway Review 4 Vendor Qualification & Selection Go-Live & Stabilisation Evaluation Program Initiation Scope Definition Program Execution Business Case Evaluation Prioritisation Selection Detailed Planning Benefits-led Scope Control Change & Benefits Monitoring Solution Delivery Implementation Business As Usual Retire Benefits Life Cycle (BLC) Full Life Cycle (FLC) Identify & Structure Benefits Execute Benefits PlanPlan Benefits Realisation Review & Evaluate Benefits Potential for Further Benefits Cranfield Process Model of Benefits Realisation (PMBR) Benefits Map & Plan Ashurst – Organisational Competencies for Benefits Realisation Benefits Planning Benefits Delivery Benefits Exploitation Benefits Review Gartner 2005/ 2011 Planning Execution Harvesting Analyzing Needs Estimating Activities Estimating Benefits Prioritising based on benefits Establishing accountability Developing solution Preparing enterprise Deploying solution Ensuring benefits reaped Learning harvesting challenges & opportunities APMG – Managing Benefits (Jenner) Identify & Quantify Realise Review Strategic &Business Planning Investment Appraisal & PortfolioPrioritisation Performance Management Project &ProgrammeManagement Commercial & Procurement Business as Usual Value & Appraise Plan Financial & Mgt Acctg SP PPP ITG Mapping frameworks at the Competency (CBB) level 17
  • © Innovation Value Institute 2013 18 Mapping frameworks at the Practice level
  • © Innovation Value Institute 2013 CBB Maturity CBB Practices Revision of Capability Building Blocks (CBBs) Category BAR Templates & Guidance Benefits Assessment Benefits Realisation BV Tracking and Reporting Adoption and Impact Decision Making Benefits Process Benefits Culture Benefits Planning Current Definition CBB BV Language 7 Identify & Structure Benefits • P1-Identify strategic drivers • P2-Analyse stakeholder expectations • P3-Identify and define benefits • P4-Establish benefit owners Plan Benefits Realization • P5-Identify benefits risk • P6-Draft business case • P7-Finalize metrics of benefits & change • P8-Produce Benefits Plan Benefits Planning • L1-Initial Maturity • L2-Basic Maturity • L3-Intermediate Maturity • L4-Advanced Maturity • L5-Optimising Maturity Benefits Planning CBB Definition: The capability to identify, structure, measure, and plan the interdependent outcomes and business benefits of IT-enabled change initiatives and to make explicit the means by which they will be achieved Draft Revised CBBs Management of Change Benefits Processes Governances Behavioral Change Roles and Responsibilities Benefits Planning Benefits Enablement Benefits Harvesting Leadership Common Purpose Value Culture Full Life Cycle Relevant Metrics Stakeholder Engagement Communication Business Case (Role) Learning Organization Practice Evolution, Innovation, and Sharing Benefits Review 14 Category CBB
  • Benefits Processes Benefits Planning Benefits Enablement Benefits Harvesting 4th Draft CBBs CBB Maturity CBB Practices Practice Maturit yCBB Definition The capability to identify, structure, measure, and plan the interdependent outcomes and business benefits of IT-enabled change initiatives and to make explicit the means by which they will be achieved The ability to monitor and execute the program of organizational change necessary to realize all of the benefits specified in the benefits plan Monitoring of the achievement of planned benefits and organizational change over the operational life of an IT-enabled change initiative • L5 • L4 • L3 • L2 • L1 • L5 • L4 • L3 • L2 • L1 • L5 • L4 • L3 • L2 • L1 Identify & Structure Benefits • P1-Identify strategic drivers • P2-Analyse stakeholder expectations • P3-Identify, define benefits • P4-Establish benefit interactions with Process, Stakeholder, Technology, Organization • P5-Identify & define costs • P6-Establish shared business vision Plan Benefits Realization • P7-Identify benefits risk • P8-Structure and map benefits • P9-Establish benefits / change register – define owners, metrics & targets • P10-Identify & record information for benefits / change tracking • P11-Produce Benefits Plan for delivery of benefits & change • P12-Prepare initial business case Benefits-Driven Projects/Programs • D1-Benefits driven project framework & team design • D2-Adaptive project lifecycle • D3-Business leadership and continuing stakeholder involvement • D4-Specify changes to work and organizational design • D5-Benefits driven project scope control Benefits Plan Execution • D6-Change outcome monitoring & tracking • D7-Review progress against benefits plan targets • D8-Update business case as required • D9-Implement organizational changes Harvest Monitoring • H1-Harvesting team • H2-Business accountability & ownership of continued benefits harvesting • H3-Post-implementation benefits and business case review • H4-Formal harvesting audit and benefits report Embedding Change • H5-Evolve working practices to achieve benefits • H6-Bake targeted benefits into budgets • L5 • L4 • L3 • L2 • L1 • L5 • L4 • L3 • L2 • L1 • L5 • L4 • L3 • L2 • L1 20
  • © Innovation Value Institute 2013 21 BAR Capability Building Blocks - ORIGINAL Category Capability Building Block Description BV Language Adoption of business benefits metrics (BBMs) as common Business Value language between business and IT to consistently capture business benefit. This is important for alignment of objectives. BAR Templates & Guidance Use of standard templates to ensure consistent and ‘objective’ benefits evaluation and measurement. This is important for comparability of investments in prioritization decisions and organization-wide consistent value reporting. Benefits Assessment Capability to support benefits forecasts with reliable business value data. Includes a capability for recalculation of intangibles, benefit risks and option values. Benefits Realization Capability to identify benefits dependencies and assign clear accountabilities for value realization, measurement and reporting. BV Tracking and Reporting Capability to measure benefits over lifecycle of investment, review results and adjust if required within dynamics of business environment. Adoption and Impact Degree to which organization is adopting standard BAR process and uses BAR data in other processes, e.g. budgeting and portfolio management Decision Making Degree to which business value results are used in the investment decision making. At high maturity, investment decisions are based on solid business cases. Benefits Process Benefits Culture Benefits Planning
  • © Innovation Value Institute 2013 22 Revised BAR Capability Building Blocks – DRAFT (1 of 2) Capability Building Block Description Common Purpose The ability to create a clearly defined, shared and internalized understanding and acceptance of the mission/mandate of an organization, its vision, where all individuals and their personal goals are unified around the values/beliefs, principles and goals that guide realization of business value from IT enabled change. Value Culture The ability to create an environment where the culture is focused on creating and sustaining value from an organization’s investments and assets, with a shared understanding of and belief in what constitutes value for the organization. Governances Leadership DRAFT – For Discussion Only Category The identification, definition and use of a limited number of relevant role-based metrics that enable monitoring and active management of benefits over the full life cycle of an investment, to ensure that benefits (and resulting value) are created and sustained Relevant Metrics The active and effective use of the Business Case as a key management tool through the full life cycle of an investment decision, to ensure that benefits (and resulting value) are created and sustained The capability to clearly define authority, roles, responsibilities and accountability for decisions relating to the identification of opportunities and their potential benefits, the development of the Business Case, the initial investment decision, and ongoing management of change delivery, utilization and exploitation of resultant assets, realization of benefits The ability to put governance processes in place across the full life cycle of an investment decision, from the initial concept/idea through to the eventual retirement of the assets resulting from the investment Business Case (Role) Roles and Responsibilities Full Life Cycle
  • © Innovation Value Institute 2013 23 Revised BAR Capability Building Blocks – DRAFT (2 of 2) Capability Building Block Description Benefits Planning The capability to identify, structure, measure, and plan the interdependent outcomes and business benefits of IT-enabled change initiatives and to make explicit the means by which they will be achieved Benefits Enablement Execution oversight of the program for organizational change necessary to realize all of the benefits specified in the benefits plan Management of Change Benefits Processes DRAFT – For Discussion Only Category The ability to assess project success based on the benefits and change delivered and to embed benefits thinking into broader investment decision makingBenefits Review Effective stakeholder engagement including: identifying all relevant stakeholders, understanding their role in the change , their current level of influence over its success, the impact the change will have on them, their current attitude to the change and its impacts, and the ability to match an appropriate engagement approach to the change management situation The ability to communicate clear messages, customized to target and secure commitment from each stakeholder, suitably designed in terms of format, content, medium and timing/frequency The ability to address the common challenges in ensuring that stakeholders accept the need for behavioral changes in order to achieve business benefits , are equipped to change (i.e., possess the required knowledge, skills, resources and motivation to personally change behavior in the desired manner), to ensure that the new behaviors are sustained over time Stakeholder Engagement Communication Behavioral Change Benefits Harvesting Management of the achievement of planned benefits and organizational change over the operational life of an IT-enabled change initiative Learning Organization New practices contributing to benefits realization are identified, trialled and adopted alongside effective usage and evolution of current practices; these practices are shared across the organisation and there is support / advice to enabled effective and skilled adoption. Practice Evolution, Innovation, and Sharing
  • Management of Change Benefits Processes Governances Behavioural Change Roles and Responsibilities Benefits Planning Benefits Enablement Benefits Harvesting Leadership Common Purpose Value Culture Full Life Cycle Relevant Metrics Stakeholder Engagement Communication Draft CBBs Question L1 Maturity Business Case (Role) Learning Organization Practice Evolution, Innovation, and Sharing Benefits Review L2 Maturity L3 Maturity L4 Maturity L5 Maturity Exec CC Assessment – Draft CBB Questionnaire 24
  • © Innovation Value Institute 2013 25 Revised BAR Overview – DRAFT Definition • Incorporates systematic, objective and consistent organizational approaches to: – Clear Identification - Valuation – Realization Planning - Enablement – Measurement - Harvesting – Tracking & reporting … of the benefits and resulting value from IT enabled investments. • Leadership capabilities communicating IT direction and business value culture orientation, focusing attention on the required behavioural change and also fostering an ethos of continuous learning & improvement • A Value culture in which Management maximizes contribution of IT towards achieving business goals • Identification, development and evaluation of strategic options (refer to Strategic Planning) • Tracking and controlling direct and indirect costs (refer to Total Cost of Ownership) • Execution of projects within their set parameters (refer to Portfolio Management, Program and Project Management) • Prioritization and selection of the investment portfolio (refer to Portfolio Planning and Prioritization) What’s out of scope Stage 4: Establishing a common language, measurement and valuation approach for stakeholders to express the potential, and document the actual business value and benefits realized from IT enabled investments. Revised: Embedding benefits management practices throughout the full life cycle of an investment decision, including managing the cultural and behavioural change that technology both shapes and enables, such that benefits are actively managed, and value is created and sustained both from investments in IT-enabled change, and from ongoing operation of the resulting assets. • Organizational target • Usually a step in company strategy • Overriding business value gains • Created to support business objectives • Outcome of IT enabled change investment • Delivered to stakeholders • Contribute to business value delivery Objectives Business Value Business Benefits Calculate Calculate Defines Defines What’s in scope DRAFT – For Discussion Only
  • © Innovation Value Institute 2013 Agenda 1. The case for change 2. Work group agenda 3. Research and models considered 4. Process and results to date 5. Emergence of Business Value Management (E-BAR) 6. Next steps Appendix: • Current CBBs, Definitions, Practices • Draft CBB Questionnaire 26
  • © Innovation Value Institute 2013 Reconfiguring BAR suggests a constructive evolution of the IT-CMF to increase its focus on Business Value • Pervasiveness of benefits activities and the influence of BAR across the IT- CMF • BAR not just a key Critical Capability (CC) • Benefits & Value are emerging as a culture, a mind-set and a presence in several other CCs • All best reflected in a broader, business-centric view of BAR – a “Meta CC” (initially referred to as “Big BAR” or E-BAR) • Other “Meta CCs” also likely to emerge (e.g. Relationship Management, Information, Governance) • Evolving relationship between IT and Business requires new lenses through which to view IT’s role in Value Innovation 17 E-BAR is a “leading indicator” for the broader evolution / re-configuration of IT-CMF
  • © Innovation Value Institute 2013 28 BIG BAR BAR Qualify Opportunity Initial Business Case Planning (Pre-Project) Gateway Review 1 Execution (Implementation) Gateway Review 2 Gateway Review 3 Post Production Support Harvesting (Post-Project) BAR PPM Responsibilities: Benefits Harvesting Benefits Reconciliation Value Creation Value SustainmentAdoption Retirement Ideation Specify Critical Business Goals Investment Gateway Review 4 Go-Live & Stabilisation (Benefits) Evaluation Program Initiation Scope Definition Program Execution Business Case (Portfolio) Evaluation Prioriti- sation Selec- tion Detailed Planning Benefits-led Scope Control Change & Benefits Monitoring Solution Delivery Implementation Business As Usual Retire Benefits Life Cycle (BLC) Full Life Cycle (FLC) Identify & Structure Benefits Execute Benefits PlanPlan Benefits Realisation Review & Evaluate Benefits Potential for Further BenefitsCranfield Process Model of Benefits Realisation (PMBR) Benefits Map & Plan Ashurst – Organisational Competencies for Benefits Realisation Benefits Planning Benefits Delivery Benefits Exploitation Benefits Review SP PPP SRC Establish portfolio-based evaluation criteria Benefits-driven project appraisal Identify actions to realize further benefits Facilitate lessons learned reviews Complete architectural roadmap review Identifystrategic drivers Analysestakeholder expectations Identifyanddefine benefits Estabbenefit/ processinteractions Estabbenefit/ stakeholderinteractions Estaborganization/ benefitsinteractions Estabtechnology/ benefitsinteractions Planbenefits realization Designaframework forbusinesschange governance Benefits-driven riskassessment Estabanadaptive projectlife-cycle Activelyleadthe businesschange Ensurecontinuing activeinvolvementof stakeholders Specifychangesto workandorgdesign Makebenefits- driventrade-offs Ensurebenefits- drivenriskmgt Implementorg changes Benefits-driven training&education Ensureownershipof continuedbenefits exploitation Maintainbenefits- driventraining Evolveworking practices Analysedrivers; determineinvestment objectives Identifybenefitsresulting fromobjectives&how measured Establish benefitowners Identifychanges required&stakeholder implications Producefirstcut businesscase Finalize measurementsof benefits&changes Obtainstakeholder agreementto responsibilities& accountabilities Producebenefitsplan andinvestmentcase Manage the change programs Review progress against benefits plan Formallyassess benefitsachieved Initiateactiontogain outstandingbenefits Identifylessonsfor otherprojects Identifyadditionalbusiness changeimprovements& initiateaction Identifyadditional benefitsfrom furtherITinvestment Selection Vendor Qual SRP TCO SRPPMPM SRPSD SD BAR- Change Multiple CCs PPMPPM PPM SDPPMSUMSUM SUM ITG Gateway Review 5 PM PM SRPEAM BLC/FLC reflect BAR through an IT-CMF/enterprise lens Cranfield/Ashurst models more aligned with BAR CC
  • Adoption & Impact Getting the Benefits Governance Value Mindset & Language Decision making Benefits Review, Practice Evolution Role of Business Case Roles and Responsibilities (Ideation/Capture/Triage) Benefits Planning Benefits Enablement Benefits Harvesting Leadership RACI Charts Common Purpose Value Culture Full Life Cycle Performance Management Four Ps of change Doing the Right Things Structures Mission/Mandate, Vision, Values/Principles, Strategy, Strategic Objectives Solution Delivery, Service Delivery & Benefits Delivery metrics – both lead & lag Portfolio Management Evaluation Criteria Doing them the Right Way Investment Management Management of Change Program Definition/Design Behavioral Change, Stakeholder Engagement & Communication Doing them Well Program Management Project Management Organizational Learning Benefits Tracking & Reporting – Four “Ares” Benefits Register Benefits Mapping Service & Operations Management Enterprise Architecture Asset Management Toolkit Items covered by BAR CC Items partially covered by current IT- CMF CBBs Legend Items fully covered by current IT-CMF CBBs DRAFT – For Discussion Only Items not materially covered by current IT-CMF CBBs Some preliminary thoughts on how E-BAR could be configured
  • ARE WE DOING THE RIGHT THINGS? ARE WE DOING THEM THE RIGHT WAY? ARE WE GETTING THE BENEFITS? ARE WE GETTING THEM DONE WELL? ARE WE DOING THE RIGHT THINGS? The strategic question ARE WE DOING THEM THE RIGHT WAY? The architecture question ARE WE GETTING THEM DONE WELL? The delivery question ARE WE GETTING THE BENEFITS? The value question Board, CEO & Executive Team LOB Management IT Management Accountability Focus Processes • Value Governance • Investment evaluation, selection & oversight • Value Optimization across investments • Benefits Realization for individual investments • Business change • Delivery of new/ improved business capabilities/ processes • Technology change • Delivery of new/ improved technology capabilities/ services Portfolio Management Program Management Project Management ©2012 The Thorp Network Inc.
  • © Innovation Value Institute 2013 Agenda 1. The case for change 2. Work group agenda 3. Research and models considered 4. Process and results to date 5. Emergence of Business Value Management (E-BAR) 6. Next steps Appendix: • Current CBBs, Definitions, Practices • Draft CBB Questionnaire 31
  • © Innovation Value Institute 2013 Next Steps for BAR CC • Pilot the high-level CBB Questionnaire – seeking participants • Finalize CBBs, CBB definitions, practices • Draft and pilot new BAR CC Questionnaire • Draft and finalize POMS 32
  • © Innovation Value Institute 2013 Agenda 1. The case for change 2. Work group agenda 3. Research and models considered 4. Process and results to date 5. Emergence of Business Value Management (E-BAR) 6. Next steps Appendix: • Current CBBs, Definitions, Practices • Draft CBB Questionnaire 33
  • Common Purpose Value Culture The ability to create a clearly defined, shared and internalized understanding and acceptance of the mission/mandate of an organization, its vision, where all individuals and their personal goals are unified around the values/beliefs, principles and goals that guide realization of business value from IT enabled change. The ability to create an environment where the culture is focused on creating and sustaining value from an organization’s investments and assets , with a shared understanding of, and belief in what constitutes value for the organization. • L1- 5 • L5 • L4 • L3 • L2 • L1 • P1 Define mission/mandate, values/beliefs, vision and principles • P2 Lead by communicating (NOT by memo) and sharing • P3 Engage continually (with stakeholders) to confirm and institutionalize understanding & acceptance • P4 Promote & reinforce (“walk the talk”) the “Working Together as One” ethos (the “common” feeling, the shared experience of the team) • P5 Recognise, reward & celebrate • P6 Monitor, review and improve • P1 Define what constitutes value (using some combination of “triple bottom line” [economic/financial – profit, social – people, and ecological/environmental – planet] and Porritt’s “five capitals model” [Financial, Social, Human, Natural, & Manufactured Capital – in public sector I might add Political]), and how it will be measured • P2 Develop a common (value) language • P3 Lead by communicating (NOT by memo) and sharing • P4 Embed in governance and management processes • P5 Align the reward system • P6 Reinforce (“walk the talk”) leading by example so as to institutionalize the (laser) focus on value (such that it becomes it embedded in the culture (“the way we do things round here” - unspoken norms of behaviour, role models, symbols, artefacts, stories and rituals) • P7 Monitor, review and adjust/improve • L5 • L4 • L3 • L2 • L1 • L5 • L4 • L3 • L2 • L1 Leadership 4th Draft CBBs CBB Maturity CBB Practices Practice MaturityCBB Definition DRAFT – For Discussion Only 34
  • Governances Business Case (Role) Roles and Responsi bilities Relevant Metrics The active and effective use of the Business Case as a key management tool through the full life cycle of an investment decision, to ensure that benefits (and resulting value) are created and sustained. The capability to clearly define authority, roles, responsibilities and accountability for decisions relating to the identification of opportunities and their potential benefits, the development of the Business Case, the initial investment decision, and ongoing management of all activity 9including change delivery, utilisation and exploitation of resultant assets, realisation of benefits) throughout the full life cycle of an investment decision. The identification, definition and use of a limited number of relevant role- based metrics that enable monitoring and active management of benefits over the full life cycle of an investment, to ensure that benefits (and resulting value) are created and sustained. • L5 • L4 • L3 • L2 • L1 • L5 • L4 • L3 • L2 • L1 • L5 • L4 • L3 • L2 • L1 • P1 Define and communicate role of business case throughout FLC • P2 Define and communicate content req’ts – scope and level of detail (at different stages of FLC) • P3 Create standard business case template(s) • P4 Establish approval/sign off req’ts • P5 Actively promote the use of the business case as a management and governance tool, utilised and updated at each stage of the investment lifecycle • P1 Define Roles • P2 Define processes, practices & activities • P3 Map roles to activities, identifying those Responsible, Accountable, Consulted, or informed (RACI) • P4 Support each Governance role with suitable training & accreditation • P5 Integrate Governance roles with the organisation’s official roles and job specifications • P6 Communicate expectations (based on RACI) • P7 Monitor, review and adjust as necessary • P1 Lead and Lag Metrics • P2 Delivery metrics • P3 Adoption Metrics • P4 Service Metrics • P5 Value Metrics (including Benefits ($ and non-$), cost (business and IT) and risk (delivery, adoption, service and benefits) • L5 • L4 • L3 • L2 • L1 • L5 • L4 • L3 • L2 • L1 • L5 • L4 • L3 • L2 • L1 Full Life Cycle How governance processes, incorporating benefits realization management practices, and supporting (decision- making) bodies, with clearly defined roles & responsibilities, relevant and transparent metrics, and supporting tools are in place across the full life cycle of an investment decision, from the initial concept/idea through to the eventual retirement of the assets resulting from the investment • L5 • L4 • L3 • L2 • L1 • P1 Define/reflect “Full Lifecycle” in the Governance Framework (i.e. the org should take the trouble to highlight that value governance stuff will actually happen at each stage across the lifecycle ). • P2 Identify integration/alignment points with other Governance activities e.g. Enterprise/Corporate, Financial, Compliance, Performance etc. (ref J Peppard) • P3 Integration of investment and asset management • P4 Embedding of benefits management practices • P5 • L5 • L4 • L3 • L2 • L1 4th Draft CBBs CBB Maturity CBB Practices Practice MaturityCBB Definition DRAFT – For Discussion Only 35
  • Benefits Processes Benefits Planning Benefits Enablement Benefits Harvesting 4th Draft CBBs CBB Maturity CBB Practices Practice Maturit yCBB Definition The capability to identify, structure, measure, and plan the interdependent outcomes and business benefits of IT-enabled change initiatives and to make explicit the means by which they will be achieved Execution oversight of the program for organizational change necessary to realize all of the benefits specified in the benefits plan Management of the achievement of planned benefits and organizational change over the operational life of an IT-enabled change initiative • L5 • L4 • L3 • L2 • L1 • L5 • L4 • L3 • L2 • L1 • L5 • L4 • L3 • L2 • L1 Identify & Structure Benefits • P1-Identify strategic drivers VG1.1, 1.3 – 5, PM1.1 - 4 • P2-Analyse stakeholder expectations IM2.1 • P3-Identify, define benefits IM2.1 • P4-Establish benefit interactions with Process, Stakeholder, Technology, Organization IM2.1 • P5-Identify & define costs IM4.1 • P6-Establish shared business vision PM1.1 Plan Benefits Realization • P7-Identify benefits risk IM2.1 • P8-Structure and map benefits IM2.1 • P9-Establish benefits / change register – define owners, metrics & targets VG5, IM5. - 2 • P10-Identify & record information for benefits / change tracking VG5 • P11-Produce Benefits Plan for delivery of benefits & change IM4.2 • P12-Prepare initial business case IM1.2 Benefits-Driven Projects/Programs • D1-Benefits driven project framework & team design VG2.5 – 6, PM4.4, IM6.1 • D2-Adaptive project lifecycle IM6.2 • D3-Business leadership and continuing stakeholder involvement VG2.5 – 6, IM5.2 • D4-Specify changes to work and organizational design IM2.1, 3.1 • D5-Benefits driven project scope control IM6.2 Benefits Plan Execution • D6-Change outcome monitoring & tracking IM9 • D7-Review progress against benefits plan targets IM6.3 • D8-Update business case as required IM5.1, IM8 • D9-Implement organizational changes IM6.2 Harvest Monitoring • H1-Harvesting team IM6.1 • H2-Business accountability & ownership of continued benefits harvesting VG1.2, IM5.2 • H3-Post-implementation benefits and business case review IM9.2 - 3 • H4-Formal harvesting audit and benefits report IM9 Embedding Change • H5-Evolve working practices to achieve benefits IM9.2 – 3, IM6.2 • H6-Bake targeted benefits into budgets VG4 • L 5 • L 4 • L 3 • L 2 • L 1 • L 5 • L 4 • L 3 • L 2 • L 1 • L 5 • L 4 • L 3 • L 2 • L 1 DRAFT – For Discussion Only 36
  • Behavioural Change Stakeholder Engagement The ability to address the common challenges in ensuring that stakeholders accept the need for Behavioural changes in order to achieve business benefits , are equipped to change i.e., possess the required knowledge, skills, resources and motivation to personally change behaviour in the desired manner, and ensuring that the new behaviours are sustained over time. Effective stakeholder engagement including: identifying all relevant stakeholders, understanding their role in the change , their current level of influence over its success, the impact the change will have on them, their current attitude to the change and its impacts, and the ability to match an appropriate engagement approach to the change management situation. • L5 • L4 • L3 • L2 • L1 • L5 • L4 • L3 • L2 • L1 • L1. No formal Benefits plan, or limited clarity about the desired outcomes. No discussion or even understanding of what needs to change to achieve those outcomes. • L2. Benefits Plan describes the process(without a link to behaviour) change needed to achieve the outcome. Benefits ownership is vaguely defined or unclear, with no individual ownership or accountability • defined at a collective level at best without formal commitment to deliver • L3. Benefits Plans are explicitly linked to required behavioural change on the part of individual owners and their delegates. However, formal tracking of behaviour change (leading to benefits realisation) is not undertaken, and supporting measures such as education and skills training are not in place. • L4. Benefits Ownership is formally accepted, detailed behavioural changes formally delegated where appropriate, and linked to personal performance objectives and reviews. Suitable education & skills training programmes in place. Benefits status is tracked and correlated with measurement of expected behavioural change • L5. Behavioural Change is formally measured and analysed, and sustained by regularly improving/refreshing supporting processes and incentivising measures. Enterprise Value (as a mindset and as an aggregate of planned & actual benefits in the portfolio) is correlated with observed levels of organisational behaviour change. Both are benchmarked externally as part of an overall continuous improvement policy. • L1. The Project/Programme plan contains a partial list, if any of relevant stakeholders, without specific reference to their roles in Benefits Realisation, the impact of any changes on them, or the actions required to engage them • L2 The list of stakeholders has been analysed and correlated to the planned benefits realisation activity. Stakeholder impact analysis has been carried out at a high level, if at all . No Engagement Strategy has been drawn up in the context of Benefits Realisation • L3. Stakeholder Engagement is a recognisable workstream in the Project/Benefits Plan. Outline engagement plans are in place, but these are not formally reviewed at Governance level. • L4 A detailed Stakeholder Engagement Plan is formally adopted and included in the Value Governance framework. For each Stakeholder or Group, It includes impact analysis, required response (RACI-based) and a customised engagement strategy to ensure that all stakeholders are engaged to respond in the required manner • L5. Stakeholder Engagement is a routine element of all Benefits plans. In addition to having formal, detailed analyses of impacts of change on stakeholders and the associated engagement plans, programme change agents and their managers are trained to understand how people respond to change (i.e. at an emotional level), how best to address Resistance to Change • L5 • L4 • L3 • L2 • L1 • L5 • L4 • L3 • L2 • L1 Managemen t of Change 4th Draft CBBs CBB Maturity CBB Maturity Practice MaturityCBB Definition Communica tion The ability to communicate clear messages, customized to target and secure commitment from each stakeholder, suitably designed in terms of format, content, medium and timing/frequency. • L5 • L4 • L3 • L2 • L1 • L1 Communication limited to standard Project Management and Oversight reporting. No recognition of the need to address the People Aspects of Change • L2 General Vision for the Programme and its business benefits is broadcast at programme launch. Focuses on goals, tasks, targets and deadlines, but not on how individual behaviour change is linked to specific benefits realisation • L3 There is a Communications plan with interventions customised (in terms of medium, format, content and timing) for target stakeholders. • L4 The Communications Plan is explicitly tied into the Benefits Plan (and its individual benefits). The Communications Plan is two-way, incorporating individual feedback and general reporting to allow it to be monitored, reviewed and escalated at Governance levels. • L5 Communication is considered a critical part of the Realisation, Management and Governance of Business Benefits. It is recognised and fully supported as a critical skill of accredited change managers for all forms of leadership interactions, ranging from Information, Education and Participation to Negotiation and Enforcement. • L5 • L4 • L3 • L2 • L1 DRAFT – For Discussion Only 37
  • Practice evolution, innovation and Sharing New practices contributing to benefits realisation are identified, trialled and adopted alongside effective usage and evolution of current practices. Practices are shared across the organisation and there is support / advice to enabled effective and skilled adoption. • L5 • L4 • L3 • L2 • L1 • P1: Benefits reviews at key project milestones, post project and during the lifetime of the service identify new and improved practices. • P2: A clear project lifecycle is established to provide a framework for the adoption and development of practices • P3: Clear ownership for the project framework and sharing of practices is identified. • P4: Adoption of a toolkit / practices / patterns approach to capturing and sharing knowledge – e.g. as a result of a benefits review. • P5: Links with external groups / bodies are encouraged as a way of gaining insight into new opportunities and new practices. • P6: Project teams and ‘special interest groups’ have brown bag sessions to share / develop experience in a specific area. • P7: There is clear leadership for the capability improvement programme including the adoption of new practices • P8: Support is available (e.g. fro more experience staff) when trying to use a practice- this might be at a basic or advance level. • P9: An Internet repository and associated community champions sharing and adoption of practices. • P10: core courses are available that introduce the project and benefits framework • P11: Reward and recognition reflects practice evolution, sharing , innovation and adoption. • P12: Project deliverables are used as rich templates for capturing and sharing good practices. • P13: Responsibilities for sharing / adopting practices are clear at project, programme and organisational level. • P14: Team formation is used as a an opportunity to share practices as people move from project to project. • L5 • L4 • L3 • L2 • L1 Benefits Review The ability to assess project success based on the benefits and change delivered • L5 • L4 • L3 • L2 • L1 • L5 • L4 • L3 • L2 • L1 4th Draft CBBs CBB Maturity CBB Practices Practice MaturityCBB Definition Learning Organization Embedding Benefits Realization into broader Portfolio Planning • R1-Benefits-driven portfolio appraisal (PPP) VG3, PM5 – 6, IM7.1 • R2-Complete architectural review (EAM, TIM) Iterative Benefits Review IM9 • R3-Review benefits and change achieved/not achieved • R4-Identify additional benefits • R5-Facilitate lessons learned review DRAFT – For Discussion Only 38
  • © Innovation Value Institute 2013 39 Q # CBB Category CBB Question 1 2 3 4 5 1 Commonpurpose To what extent does the leadership create an environment where everyone understands the purpose, direction and values of the organization, as well as the purpose of investments in IT-enabled change, and their part in that change? Limited awareness with little formal communication Little formal communication, achieving limited awareness with a focus on local priorities, expressed in local, specialised terminology and language BF Some understanding based largely on incomplete one-way communication (talking a “good story”) Wider understanding based on engagement at management levels Wider understanding based on engagement at management levels, with IT and business managers using common language to express to each other their understanding of the overall mission, values and beliefs Broad understanding and growing commitment based on inclusive and on-going engagement with all staff at all levels, within both IT and Business communities Internalization and commitment (working as “one”) based on on-going reinforcement (“walking the talk”) 2 ValueCulture To what extent has the organization evolved from focusing on technology to creating and sustaining value from the business change that technology both shapes and enables? Focus is on the technology as a cost to be minimized. Awareness that technology shapes and enables business change, which contributes business value. Understanding of the role of effective enterprise governance in managing a portfolio of investments in business change such that their expected contribution to business value is optimized. Full and visible commitment to the governance discipline required to ensure that investments in business change contribute to business value, including alignment of the incentive system. Continual reinforcement of a corporate culture of business value. 3 FullLifeCycle To what extent are benefits management capabilities embedded throughout the full life cycle of an investment from initial planning to asset retirement? Focus is on technology delivery - no formal benefits management processes are applied Benefits planning capabilities are applied to some investments, but there is a lack of consistency Benefits planning and delivery capabilities are consistently applied to all investments Benefits planning, delivery and harvesting capabilities are embedded throughout the full life cycle of an investment decision for all investments Business cases are reviewed, updated and re-evaluated throughout the full life cycle of a investment 4 BusinessCase (Role) To what extent, and how effectively are business cases used to create and sustain business value? No formal process exists to justify investment using business cases Business cases are ad hoc, largely focused on cost, and used on a project-by-project basis to secure funding Business cases are required for all major investments and have some linkage to business value Business cases are required for all investments and include benefits realization plans, but are not updated after approval Business cases are reviewed, updated and re-evaluated throughout the full life cycle of a investment 5 Rolesandresponsibilities How clearly defined are the accountabilities related to the realization of value from IT- enabled investments? The IT function is accountable for the delivery of IT capabilities and maintaining continuity of IT services. No accountability is established for benefits realization The IT function is accountable for delivering IT capabilities and services as agreed with the business. Some individuals take responsibility for benefits realization without commitment from the business IT and the business share accountability for implementing IT-enabled change. There is increasing focus on benefits but individual roles and responsibilities are unclear Accountabilities for optimizing benefits from individual investments are clearly assigned, accepted and monitored Accountability for maximizing the value from the investment portfolio is clearly assigned, accepted and monitored 6 RelevantMetrics To what extent are metrics related to the realization of value from IT-enabled investments clearly defined and broadly used ? Some simple financial metrics exist and are applied on an individual basis. No consistent or effective tracking of benefits. More sophisticated financial metrics exist, but are not applied consistently. No consistent or effective tracking of benefits. Benefits are tracked for all individual investments using basic measures of alignment, financial value and risk Robust “lead” and “lag” metrics of alignment, financial and non-financial value and risk are established at the individual investment and portfolio level Robust metrics of alignment, financial and non-financial value and risk are established, reviewed and adjusted across the full life cycle of individual investments, and for all portfolios Maturity Levels LeadershipGovernanceDRAFT-Revised BAR CBB-level maturity / questionnaire DRAFT – For Discussion Only
  • © Innovation Value Institute 2013 40 Q # CBB Category CBB Question 1 2 3 4 5 7 BenefitsPlanning To what extent are processes established that plan the performance of both individual programs and the overall portfolio to optimize benefits and maximize value ? No formal planning process exists for IT- enabled change initiatives; if used, business cases are ad hoc and inconsistent Acknowledgment of the need to plan for major IT-enabled business investments & IT services; business cases are required for major investments, but focus is less on value and more on technology delivery cost, ignoring both the lifetime operational and support costs, and the costs of business change required to meanifully use the technology to deliver benefits. Where present the discussion on value is limited to unsubstantiated financial benefits, and/or non-financial benefits without specifying their contribution to value. Approval confined to narrow financial criteria Processes are defined and documented; processes explicitly account for business changes required to achieve targeted business benefits; business cases are required for all investments and include benefits realization plans, benefits maps, with benefits and risk registers; IT & business share accountability for benefits realization, but roles & responsibilities are unclear Processes are standardized with enterprise planning systems. business cases are reviewed, updated and re-evaluated throughout the life of IT-enabled change initiatives, and the appropriate decisions are made to continue, change or cancel Processes continually re-evaluate the performance of both individual programs and the overall portfolio to optimize benefits and maximize value 8 BenefitsEnablement To what extent are all the necessary business and technology capabilities required to enable benefits identified and delivered ? Focus is on deliverables – on time, to budget, to specification - rather than benefits Focus is evolving to include benefits but is predominantly on end- outcomes Projects framed as benefits-driven; benefits plan incorporated into project plan; team design takes benefits delivery ownership/roles (IT & Business) into consideration; intermediate outcomes on benefits maps are tracked and controlled Scope (management) of project delivery is on achievement of benefits and outcomes rather than technology delivery; benefits management, monitoring and communicating performance, and taking appropriate remedial action The IT and business commmunity collaborate to ensure the BAR Plan execution and the delivery of final benefits from investments. 9 Benefits Harvesting To what extent is there active oversight and management of benefits delivery over the operational life, in the context of both individual projects and the overall portfolio? Managing of benefits harvesting is ad hoc or non-existent Post-implementation reviews takes place but benefits are overlooked Benefits harvesting stage gates are enacted and reviewed throughout the life cycle; harvesting teams established to monitor and drive harvesting ; benefits targets baked into budgets; Benefits targets integrated into overall organizational performance Oversight of benefits delivery is done in the context of the overall portfolio 10 BehaviouralChange To what extent is the behavioural change required to ensure full benefits realization understood, managed and incentivised? No formal Benefits plan, or limited clarity about the desired outc Benefits Plan describes the process(without a link to behaviour) change needed to achieve the outcome. Benefits ownership is vaguely defined or unclear, with no individual ownership or accountability defined at a collective level at best without formal commitment to deliver Benefits Plans are explicitly linked to required behavioural change on the part of individual owners and their delegates. However, formal tracking of behaviour change (leading to benefits realisation) is not undertaken, and supporting measures such as education and skills training are not in place. Benefits Ownership is formally accepted, detailed behavioural changes formally delegated where appropriate, and linked to personal performance objectives and reviews. Suitable education & skills training programmes in place. Benefits status is tracked and correlated with measurement of expected behavioural change Behavioural Change is formally measured and analysed, and sustained by regularly improving/refreshing supporting processes and incentivising measures. Enterprise Value (as a mindset and as an aggregate of planned & actual benefits in the portfolio) is correlated with observed levels of organisational behaviour change. Both are benchmarked externally as part of an overall continuous improvement policy. 11 StakeholderEngagement To what extent does the organization identify relevant stakeholders, understand their role in the succesful delivery of business benefits, and actively engage with them to ensure that success? The Project/Programme plan contains a partial list, if any of relevant stakeholders, without specific reference to their roles in Benefits Realisation, the impact of any changes on them, or the actions required to engage them The list of stakeholders has been analysed and correlated to the planned benefits realisation activity. Stakeholder impact analysis has been carried out at a high level, if at all . No Engagement Strategy has been drawn up in the context of Benefits Realisation Stakeholder Engagement is a recognisable workstream in the Project/Benefits Plan. Outline engagement plans are in place, but these are not formally reviewed at Governance level. A detailed Stakeholder Engagement Plan is formally adopted and included in the Value Governance framework. For each Stakeholder or Group, It includes impact analysis, required response (RACI-based) and a customised engagement strategy to ensure that all stakeholders are engaged to respond in the required manner Stakeholder Engagement is a routine element of all Benefits plans. In addition to having formal, detailed analyses of impacts of change on stakeholders and the associated engagement plans, programme change agents and their managers are trained to understand how people respond to change (i.e. at an emotional level), how best to address Resistance to Change 12 Communication To what extent is communication managed for the realisation, management and governance of business benefits? Communication limited to standard Project Management and Oversight reporting. No recognition of the need to address the People Aspects of Change General Vision for the Programme and its business benefits is broadcast at programme launch. Focuses on goals, tasks, targets and deadlines, but not on how individual behaviour change is linked to specific benefits realisation There is a Communications plan with interventions customised (in terms of medium, format, content and timing) for target stakeholders. The Communications Plan is explicitly tied into the Benefits Plan (and its individual benefits). The Communications Plan is two- way, incorporating individual feedback and general reporting to allow it to be monitored, reviewed and escalated at Governance levels. Communication is considered a critical part of the Realisation, Management and Governance of Business Benefits. It is recognised and fully supported as a critical skill of accredited change managers for all forms of leadership interactions, ranging from Information, Education and Participation to Negotiation and Enforcement. 13 BenefitsReview Is benefits thinking embedded into the broader investment decision making and project success assessed based on the benefits and change achieved? No attempt is made to ensure a benefits mindset when considering investments Benefits are reviewed in the cointext of determining if the proposed change has been achieved/not achieved Lessons learned reviews are facilitated with a focus on benefits Architectural reviews are completed to determine potential benefits There are formal benefits-driven portfolio appraisal reviews Identify additional benefits Iterative Benefits reviews occur across the investment lifecycle. 14 Practiceevolution, innovationandsharing How are Learning and innovation practices promoted and shared in the organization ? Any sharing, innovation or evolution of specific benefit practices happens in an ad hoc manner Sharing innovation or evolution of specific benefits practices are established but are largely informal and confined to IT Some education and training is available A clear & comprehensive lifecycle framework is consistently used by both IT & the business and supported by comprehensive education/training programmes and relevant specialists & tools enabling adoption and development of practices There is a leadership focus on championing of learning, sharing and innovation in the evolution of benefits practice for both individuals and teams Learning and innovation are formally embedded in the use and onward development of all benefits practices Learning Organization Maturity Levels BenefitsProcess ManagementofChange DRAFT – For Discussion Only
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