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1. www.apmg-international.com
Managing Benefits
The new Guidance and Certification
Scheme from APMG-International
Steve Jenner, Author and Chief Examiner

2. Scope of this Briefing
1. Why develop this Guide?
2. What’s the scope of the
Guide?
3. What’s the format of the
exams?
4. What schedule are we
working to?
5. Q&A

3. Why this new Guide?
“The fundamental reason for beginning a programme is
to realise benefits through change. The change may
be to do things differently, to do different things, or to do
things that will influence others to change.” OGC
“It is only possible to be sure that change has worked if
we can measure the delivery of benefits it is
supposed to bring.” Cabinet Office

4. Why this new Guide?

5. But the track record isn’t good
“Deficiencies in benefits capture bedevils nearly 50% of government
projects” and “30-40% of systems to support business change deliver no
benefits whatsoever.” OGC
“Most large capital investments come in late and over budget, never living
up to expectations. More than 70% of new manufacturing plants in North
America, for example, close within their first decade of operation.
Approximately three-quarters of mergers and acquisitions never pay-
off…And efforts to enter new markets fare no better”
Lovallo & Kahneman
“The brutal fact is that about 70 per cent of all change initiatives fail.”
Beer & Nohria

6. And research indicates things aren’t getting
any better
6

7. So the existing guidance is necessary
but not sufficient to address
• The ‘Knowing-Doing’ gap
• ‘Box ticking’
• And the twin dangers of…

8. Optimism Bias & Strategic Misrepresentation
“Delusional optimism: we overemphasise projects’
potential benefits and underestimate likely costs,
spinning success scenarios while ignoring the
possibility of mistakes.” Lovallo & Kahneman
“the planned, systematic, deliberate misstatement of
costs and benefits to get projects approved.”
Flyvbjerg et al

9. So ‘Managing Benefits’ – An Overview

10. The Benefits Management Cycle
A Multi-disciplinary Practice
based on good practice from:
• Project & Programme Mgt
• Management Accounting
• Economics
• Behavioural finance
• Psychology
• Neuroscience
• Change Mgt
• Systems thinking

11. With techniques from around the world
Southbank Arts Precinct Redevelopment (Fictional)
Department of Premier and Cabinet
Investment Logic Map
Enabling
DRIVER OBJECTIVE BENEFITS CHANGES
Assets
Generate vision for
PROBLEM BENEFITS use of arts precinct SOLUTION
over 20 years
Improve the
connection of the arts
precinct with
Arts precinct is Melbourne and its
dislocated and is no local community Strengthen the
Strengthen enterprise
longer aligned with (20%) Victorian
and precinct
the way the city is community
marketing
developing (40%)
(40%)
Create a precinct
which functions as a
distinctive attraction Establish a precinct
(40%) governance and
Improve Victoria’s
Existing facilities will management model
industry
not support Victoria’s
(20%)
continued leadership
position in the arts Redeveloped Arts
(60%) Renew and upgrade Centre
existing facilities so
Make physical
they can meet
changes to arts
current and future
precinct New Sturt Street
needs Enhance Victoria’s
Ramp
(40%) arts profile and
reputation
(40%)
Develop integrated
ticketing, security and New CRM - ticketing
precinct management platform and services
systems
http://www.livetime.com/wp-
content/uploads/2010/05/Service_profit_chain_model.jpg.
BENEFITS DEPENDENCY NETWORK
D
R
I
V
E
R
S
IS/IT Enabling Business Business Investment
Enablers Changes Changes Benefits Objectives
JW113

12. And examples from around the world
including:
• NASA
• Bristol City Council
• Obayashi Corporation
• WiBe® Framework - - Japan
Germany
• Western Australia
• Tetra Pak Police
• Openreach • Tell Us Once

13. Thanks to the Review Group:
• Rod Baker APM Group Director
• Best Management Practice
• Michael Acaster Cabinet Office, Efficiency Reform Group
• Michael Dallas MoV Lead author & Chief Examiner
• Craig Kilford MoP Co-author and P3O Lead Reviewer/Mentor
• Keith Williams P3M3 & ‘Change Management’ Chief Examiner
• Benefits Management Practitioners
• Peter Glynne Co-chair, APM Benefits Management Specific Interest Group
• Sarah Harries Head of Business Improvement, BT
• Steve Parker (Interim) Value & Benefits Lead, TfL PMO Centre of Excellence
• John Thorp International benefits management thought-leader
• Accredited Training Organizations/APMG assessors/ACOs
• Jeroen Geurtsen European ATO representative
• Mark Ives Australian ACO representative
• Paulo Keglevich South American APMG assessor
• Patrick Mayfield Part MSP author & UK ATO representative
• Additionally, the following commented on the second draft: Walter Dirix; Alan
Ferguson; Melanie Franklin; Anne McGrath; and Svetlana Plotnikova.

14. The Next Steps
• Guide published – Early September
• Launch event – September 25th, London
• Managing Benefits Repository? – From
September
• Foundation exams – Late September
• Practitioner exams – Early 2012

15. Want to stay in touch/find out more?
Managing Benefits – Community
of Interest
http://www.linkedin.com/groups/Man
aging-Benefits Community-
Interest4493501?gid=4493501&trk=
hb_side_g
Stephen.jenner5@btinternet.com or
www.stephenjenner.com