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Benefits management and change management - a symbiotic relationship!

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This was a presentation given by Merv Wyeth of the APM Benefits Management (and APM Programme Management) SIG and Neil White of the APM Enabling Change and Benefits Management SIGs.

The presentation was to the APM South Wales and West of England branch membership in Bristol on Tuesday 17th June 2014.

The purpose of this event was to demonstrate how the symbiotic nature of benefits management and change management ensures that an organisation’s change initiatives are successful, and deliver real, lasting value.

This event aimed to show how the meaningful engagement of stakeholders at the appropriate stage of the change life-cycle greatly improves the effectiveness and efficiency of the change process.

By leveraging both the change and benefits management disciplines the timely transition to improved business operations and realisation of the expected benefits is assured.

The programme lifecycle, and its inter-related phases, was used to provide a framework that enabled delegates to participate in an inter-active discussion, all in order to improve delegates' knowledge and understanding of these two important disciplines.

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Benefits management and change management - a symbiotic relationship!

  1. 1. Benefits Management & Change Management a symbiotic relationship! Merv Wyeth Neil White
  2. 2. 3P [initiatives] Benefits Realisation Management Change Management Context for Organisational Change #EventROI Presentation structure Speaker intros Sendsteps familiarisation
  3. 3. Speaker Profile : Merv Wyeth  25 years’ Police Service  Programme & Business Change  ICT, Web & Mobile Information  Project Management Consultant  #eventroi “Help speakers engage & audiences participate in creating memorable events with high impact and value” APM  SIG Steering Group [SSG]  ProgM SIG Chair  Benefits Management SIG Committee
  4. 4. ProgM SIG Mission “To provide a forum for effective learning and development, that promotes the science, discipline, tools and techniques of programme management”
  5. 5. Speaker Profile: Neil White  22 yrs RAF (Engineering)  Change Management 20yrs  Business Improvement (SEI CMMI) - Assessor & Assessment Team Lead  Transformation Change Management  Benefits & Business Change  MSc Change Management ‘an ardent believer that the ability to change is more important than the required changes themselves’ APM  Enabling Change SIG – Change Futures Pillar lead  Benefits Management SIG Committee
  6. 6. Benefits Management SIG ‘To develop and promote benefits management as a core driver of successful project, programme portfolio and change management’
  7. 7. The SIG’s mission is to ‘improve the change capability of organisations, teams and individuals’ Enabling Change SIG
  8. 8. 3P [initiatives] Benefits Realisation Management Change Management Context for Organisational Change #EventROI Presentation structure Speaker intros Sendsteps familiarisation
  9. 9. the predictable alongside the totally unexpected! Our ever changing world
  10. 10. The increasing number of change drivers include: Globalisation Economy Technological Environmental Innovation Regulation De-regulation An inability to respond effectively = high risk of organisational failure Context for Change Management
  11. 11. a recurring pattern of continuous and transformational change ... The Theory and Practice of Change Management, Hayes, 2007 ‘Punctuated equilibrium’
  12. 12. 3P [initiatives] Benefits Realisation Management Change Management Context for Organisational Change #EventROI Presentation structure Speaker intros Sendsteps familiarisation
  13. 13. Positioning of related disciplines Note: this order of precedence helps ensure organisational changes meet the required business needs
  14. 14. Strategic Direction Vision “Describes an end state. Short, inspirational, aspirational and memorable. The cornerstone for delivery of a strategy” Strategic Objectives
  15. 15. Programme Management Definition [1] A temporary, flexible organization, created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization’s strategic objectives. Managing Successful Programmes [2011]
  16. 16. Programme Management Definition [2] “A group of related projects and change management activities that together achieve beneficial change for an organisation” Definition: APM BoK, 6th edition
  17. 17. Programme Management Definition [3] “The application of knowledge, skills, tools and techniques to a program to meet the programme requirements and to obtain benefits and control not obtained by managing projects independently” PMI Lexicon of Project Management terms. V.2 (2012)
  18. 18. Programme Management Definition [4] A group of interrelated projects and other activities managed in a coordinated way to realize benefits contributing towards the strategic objectives” ISO Standard on Programme Management
  19. 19. Projects [APM, BoK6] Generic 3P [Initiatives]Lifecycle Programmes [MSP, 2011] Organisational Strategy Change Portfolio
  20. 20. 3P [initiatives] Benefits Realisation Management Change Management Context for Organisational Change #EventROI Presentation structure Speaker intros Sendsteps familiarisation
  21. 21. Confidence Method & process Accurate InformationInvolvement Just Cause Respect ? What people ‘need’ to know but often don’t Why What How Where When Who ? Resources
  22. 22. Benefits Realisation Management enables an end-to- end context for change to be established & maintained Organisational Challenges & Vision Responsive, Competitive & Change enabled Benefits Realisation ‘factor’
  23. 23. A Benefits Management Model 5 Practices 7 Principles
  24. 24. Benefits Management Practices Benefits Management – 5 Practices Identify & Quantify Value & Appraise Plan Realize ReviewBenefits Management Practices
  25. 25. 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
  26. 26. BRM Process Overview Assures that an organisation’s investment in change is wholly beneficial and aligned to its business development strategy Vision Strategic Objectives Functional Objectives Manage Benefits Changes Realise Benefits
  27. 27. Benefits Realisation and Stakeholders
  28. 28. 3P [initiatives] Benefits Realisation Management Change Management Context for Organisational Change #EventROI Presentation structure Speaker intros Sendsteps familiarisation
  29. 29. Directive Elective Low Engagement Potential High Engagement Potential representative response curve Engagement potential v nature of change
  30. 30. Change Challenge - Individuals Adams, Hayes & Hopson (1976)
  31. 31. Change Challenge - Organisations
  32. 32. The Blind Men and the Elephant John Godfrey Saxe (1816-1887)
  33. 33. IP2 Spectrum of Public Participation Increasing Level of Public Impact Inform Consult Involve Collaborate Empower IAP2 the International Association for Public Participation is the preeminent international organization advancing the practice of public participation http://www.iap2.org/
  34. 34. The sting in the tail! Capability factor Culture factor
  35. 35. 3P [initiatives] Benefits Realisation Management Change Management Context for Organisational Change #EventROI Presentation structure Speaker intros Sendsteps familiarisation
  36. 36. #EventROI Methodology Designing Events for high ROI
  37. 37. Summary – Audience Responses
  38. 38. 3P [initiatives] Benefits Realisation Management Change Management Context for Organisational Change #EventROI Presentation structure Speaker intros Sendsteps familiarisation
  39. 39. APM Online For Further information LinkedIn The Association for Project Management (Official group) Facebook Association for Project Management Twitter @APMProjectMgmnt Slideshare slideshare.net/assocpm Google+ Association for Project Management YouTube youtube.com/APMProjectMgmt
  40. 40. This presentation was delivered at an APM event To find out more about upcoming events please visit our website www.apm.org.uk/events

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