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Neil White
Managing Director – ChangeVista Ltd
07890397046
Benefits Management
to enable change
APM – North East Branch
27...
Neil White Change Management Specialist
>20 yrs RAF (System Engineering+)
Change Management for >20yrs
Business Improve...
Benefits Management SIG
‘To develop and promote benefits
management as a core driver of
successful project, programme
port...
The SIG’s mission is ‘to improve
the change capability of
organisations, teams and
individuals’
Enabling Change SIG
‘my standpoint is that although
outcomes are greatly improved through
the application of each one of these
disciplines – t...
‘the only constant in
life is change itself’
The simple truth about change
Herakleitos of Ephesus
(c.535 BC -475 BC)
Greek...
Goal
Change
Management
KnowledgeEffort
Change Management & Knowledge
Project
Managers?
Change
Managers?
Benefit
Realisation
Managers?
What is your main profession?
Business
Change
Managers?
O...
What change problems have
you experienced?
Mistake #1 – Starting too late
Mistake #2 – No winning strategy
Mistake #3 – Fanfare
Mistake #4 – Employees hear it from t...
My change management observations
Management agenda – underestimation of what is
required to achieve a successful outcome
...
The Dilbert Phenomena
Change Models and
what they tell us
Need for
Change
Change
Behavior
Change
Direction
Change
Sustainability
1. Establish a
Sense of
Urgency
2. Form a
Powerful
...
Change
Sustainability
Change
Behavior
Change
Direction
Need for
Change
Kotter's Eight Phases of Change
1. Establish a Sens...
The ADKAR Model helps organisations understand change
from the position of both individuals and groups
Source: Prosci ADKA...
Lewin’s Three Stage change process is a simple framework
in which to understand and manage organisational change
Ensures t...
Apparent
‘equilibrium’
Refreeze
Change
Kurt Lewin’s change model
Unfreeze
Lewin, K (1952) Field Theory in Social Science
Kubler Ross Transition Curve
Numbness
Shock
Denial
Fear
Anger
Depression
Understanding
Acceptance
Moving On
Morale&Compete...
Change Challenge - Individuals
Adams, Hayes & Hopson (1976)
Understanding the organisation
French, W and Bell, C (1984) Organizational Development: Behavioral Science
Interventions f...
Question:
What do each of these change models
have in common?
Answer:
An appreciation that people matter,
context matters,...
Communication: what to say, when to
say it, who to say it to
Engagement: opportunity to establish
meaningful stakeholder r...
Benefits
Realisation
Management
Having identified the key reasons for
poor change performance (outcomes)
and how change models have been
developed to help...
A Benefits Management Model
5
Practices
7
Principles
Benefits
Management
Practices
Benefits Management – 5 Practices
Identify & Quantify
Value & Appraise
Plan
Realize
ReviewBe...
Align benefits with strategy
Start with the end in mind
Utilize successful delivery methods
Integrate benefits with perfor...
The centrality of BRM
Benefit
Realisation
Management
Benefits
Identifies &
analysis
Plans
Highlights
dependencies
Stakehol...
An overview of the BRM Process
The BRM process provides assurance that
an organisation’s investment in change
stays aligne...
Vision &
Objectives
Identify
Benefits &
Changes
Define
Initiatives
Optimise the
initiatives
Manage
Initiatives
Manage
Perf...
Projects [APM, BoK6]
Project, Programme, Portfolio Relationship
Programmes [MSP, 2011]
Sponsor/Business
Change Managers
re...
Positioning of related disciplines
The order of precedence shown here
ensures that the resulting organizational
changes me...
Benefits
Realisation
Management
ADKAR
Lewin
Kotter
Kubler-Ross
What it boils down to is that BRM is best
implemented with a Change
Management mindset and Change
Management should seek t...
Neil White
Managing Director – ChangeVista Ltd
07890397046
Benefits Management
to enable change
QUESTIONS?
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27th NE 17

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27th NE 17

  1. 1. Neil White Managing Director – ChangeVista Ltd 07890397046 Benefits Management to enable change APM – North East Branch 27th January 2014
  2. 2. Neil White Change Management Specialist >20 yrs RAF (System Engineering+) Change Management for >20yrs Business Improvement (SEI CMMI) - Assessment and Services Lead Transformation Change Manager Benefits & Business Change MSc Change Management ‘an ardent believer that the ability to change is more important than the required changes themselves’ Association for Project Management (APM) Enabling Change SIG – Change Futures Pillar lead Benefits Management SIG - Secretary
  3. 3. Benefits Management SIG ‘To develop and promote benefits management as a core driver of successful project, programme portfolio and change management’
  4. 4. The SIG’s mission is ‘to improve the change capability of organisations, teams and individuals’ Enabling Change SIG
  5. 5. ‘my standpoint is that although outcomes are greatly improved through the application of each one of these disciplines – they become particularly effective when implemented together’
  6. 6. ‘the only constant in life is change itself’ The simple truth about change Herakleitos of Ephesus (c.535 BC -475 BC) Greek philosopher
  7. 7. Goal Change Management KnowledgeEffort Change Management & Knowledge
  8. 8. Project Managers? Change Managers? Benefit Realisation Managers? What is your main profession? Business Change Managers? Other?
  9. 9. What change problems have you experienced?
  10. 10. Mistake #1 – Starting too late Mistake #2 – No winning strategy Mistake #3 – Fanfare Mistake #4 – Employees hear it from the media first Mistake #5 – Failure to make a compelling and urgent case for change Mistake #6 – Only focusing on the rational elements Mistake #7 – Not dealing proactively with resistance Mistake #8 – Lack of communication Mistake #9 – Not enough leadership Mistake #10 – Ignoring current corporate culture Mistake #11 – Failure to understand and shape the informal organization Mistake #12 – Not involving the employees Mistake #13 – Over-reliance on structure and systems to change behavior Mistake #14 – Failure to distinguish between decision-driven & behavior dependent change Mistake #15 – Lack of skills and resources Mistake #16 – Focusing only on the long term Mistake #17 – Failing to plan small successive successes Mistake #18 – Using the wrong indicators to measure progress Mistake #19– Assuming that change is complete once initial goals are achieved Mistake #20 – Excessively open-ended process http://www.torbenrick.eu/blog/
  11. 11. My change management observations Management agenda – underestimation of what is required to achieve a successful outcome A cultural inability for staff and management to talk An inability or willingness to learn from experience Inappropriate change management approaches Poor to non-existent appreciation of stakeholder needs Failure to recognize the importance of roles The knowing-doing gap John Thorpe - MOVING BEYOND WORDS TO ACTION (August 2008)
  12. 12. The Dilbert Phenomena
  13. 13. Change Models and what they tell us
  14. 14. Need for Change Change Behavior Change Direction Change Sustainability 1. Establish a Sense of Urgency 2. Form a Powerful Guiding Coalition 3. Create a Vision 4. Communicate the Vision 5. Empower Others to Act on the Vision 6. Plan for and Create Short Term Wins 7. Consolidate Improvement s & Produce More Change 8. Institutionalize New Approaches Committed Leadership Kotter's Eight Phases of Change
  15. 15. Change Sustainability Change Behavior Change Direction Need for Change Kotter's Eight Phases of Change 1. Establish a Sense of Urgency 2. Create a Guiding Coalition 3. Develop a Vision & Strategy 4. Communicate the Change Vision 5. Empower Action 6. Generate Short-Term Wins 7. Consolidate Gains & Produce More Change 8. Anchor New Approaches
  16. 16. The ADKAR Model helps organisations understand change from the position of both individuals and groups Source: Prosci ADKAR Model Awareness Desire Knowledge Ability Reinforcement ADKAR Change Model • Understand the need for change • Understand nature of the change • Sustain the change • Build a culture and competence around change • How to change • Implement new skills and behaviors • Support the change • Participate and engage • Implement the change • Demonstrate performance
  17. 17. Lewin’s Three Stage change process is a simple framework in which to understand and manage organisational change Ensures that employees are ready for change Unfreeze Execute the intended change Change Ensures that the change becomes permanent Refreeze Lewin, K (1952) Field Theory in Social Science Kurt Lewin’s change model
  18. 18. Apparent ‘equilibrium’ Refreeze Change Kurt Lewin’s change model Unfreeze Lewin, K (1952) Field Theory in Social Science
  19. 19. Kubler Ross Transition Curve Numbness Shock Denial Fear Anger Depression Understanding Acceptance Moving On Morale&Competence Time
  20. 20. Change Challenge - Individuals Adams, Hayes & Hopson (1976)
  21. 21. Understanding the organisation French, W and Bell, C (1984) Organizational Development: Behavioral Science Interventions for Organization Improvement,
  22. 22. Question: What do each of these change models have in common? Answer: An appreciation that people matter, context matters, engaging with the change process matters, knowledge of the change matters What can we understand from these models?
  23. 23. Communication: what to say, when to say it, who to say it to Engagement: opportunity to establish meaningful stakeholder relationships Method: people knowing what to do and when it should be done Key Change Enablers Accountability: people knowing who is responsible and for what
  24. 24. Benefits Realisation Management
  25. 25. Having identified the key reasons for poor change performance (outcomes) and how change models have been developed to help mitigate them, my aim now is to show how Benefits Realization Management (BRM) can overcome them
  26. 26. A Benefits Management Model 5 Practices 7 Principles
  27. 27. Benefits Management Practices Benefits Management – 5 Practices Identify & Quantify Value & Appraise Plan Realize ReviewBenefits Management Practices
  28. 28. Align benefits with strategy Start with the end in mind Utilize successful delivery methods Integrate benefits with performance management Manage benefits from a portfolio perspective Apply effective governance Develop a value culture Benefits Management - 7 Principles
  29. 29. The centrality of BRM Benefit Realisation Management Benefits Identifies & analysis Plans Highlights dependencies Stakeholders Engages Reviews & Governance Vision or End Goal Establishes Enablers & Business Change Defines requirements Blueprint Shapes Roles Clarifies Business Case Informs Delivery Structures Qualifies Risks Identifies Measures Determines, tracks & reports Drives Benefits Realisation Management, Gerald Bradley, Gower
  30. 30. An overview of the BRM Process The BRM process provides assurance that an organisation’s investment in change stays aligned to its strategic goals Vision Strategic Objectives Functional Objectives Manage Benefits Changes But BRM brings much more to the change process…….
  31. 31. Vision & Objectives Identify Benefits & Changes Define Initiatives Optimise the initiatives Manage Initiatives Manage Performance Engage Stakeholders Steve Robinson – June 2014 Project Magazine Stakeholders and BRM
  32. 32. Projects [APM, BoK6] Project, Programme, Portfolio Relationship Programmes [MSP, 2011] Sponsor/Business Change Managers responsible for benefits realisation Organisational Strategy Portfolio
  33. 33. Positioning of related disciplines The order of precedence shown here ensures that the resulting organizational changes meet the required business needs
  34. 34. Benefits Realisation Management ADKAR Lewin Kotter Kubler-Ross
  35. 35. What it boils down to is that BRM is best implemented with a Change Management mindset and Change Management should seek to capitalise on the opportunities provides by BRM
  36. 36. Neil White Managing Director – ChangeVista Ltd 07890397046 Benefits Management to enable change QUESTIONS?

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