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BM in BT TransformationKeeping BM simple, workable, and alivein BTSheffield Hallam University  Viren Lall  Secretary APM B...
Topics• Context Setting BT & transformation• Spotlight on BM and change• Keeping BM Simple and “owned”
Who are BT Global services customers?     Experience and track record of delivery with a wide range     of customers globa...
Our customer referencesExamples of some of our customers from 2011/12                         © British Telecommunications...
BTGS - a Global Leader               A leader in Gartner’s Network Service Provider Magic Quadrants                       ...
Business Transformation   Business transformation is a leadership initiative, typically by the    senior management team,...
What do I do in BT• Run Business transformation hothouses 3 day events 50-70  people to achieve outcomes• Coach/Mentor man...
Topics• Context Setting BT & transformation• Spotlight on BM and change• Keeping BM Simple and “owned”
Target OperatingBusiness Transformation failures are multioperational                                      Modelstage     ...
Business Transformation failures -common causes   Strategy             Underpinning                  Execution Complex. Lo...
BT has an active BM practice…    BM is required skill for PPM and Business Advisory     community    Online courses    ...
But BT still faces issues in BM.    Consultants map “benefits” (recommendations)    Business analysts map requirements  ...
From Peter Glynne
What is the single biggest hurdle of BMadoption?        Our ability to “map” benefits, everything else can follow       ...
Even adoption BM is a change   So do people resist change?   People resist being changed   People definitely resist the...
Topics• Context Setting BT & transformation• Spotlight on BM and change• Keeping BM Simple and “owned”
What are we doing to address this?Simplify the capability         30 minute primers followed by hands on surgeries on ind...
What are we doing to address this?Clear direction      First map      Then quantify      And then maintain             ...
What are we doing to address this?Motivating the transformation professionals      Typical Consultant approach reduces be...
Keeping it Simple30 second rule     Capability                     Business                                               ...
This is neither encouraged nor tolerated                                                                               Cha...
Concluding…    Transformation programmes fail, lack of benefit management is but     one cause.    How we rate ourselves...
Tips: backup
Supporting stakeholder engagement – top 10 tips•   Build the benefits map collaboratively - gets buy-in and helps delivery...
Supporting stakeholder engagement – top 10 tips•   Prepare stakeholders for Benefits Realisation Management with short    ...
Supporting stakeholder engagement – top 10 tips•   Prepare stakeholders for Benefits Realisation Management with short    ...
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Keeping benefits management simple, workable, and alive in BT

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This presentation was given by Viren Lall at a recent Yorkshire & North Lincolnshire branch event in March 2013.

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Keeping benefits management simple, workable, and alive in BT

  1. 1. BM in BT TransformationKeeping BM simple, workable, and alivein BTSheffield Hallam University Viren Lall Secretary APM Benefits SIG Head of Business Transformation, BT 12th March 2013
  2. 2. Topics• Context Setting BT & transformation• Spotlight on BM and change• Keeping BM Simple and “owned”
  3. 3. Who are BT Global services customers? Experience and track record of delivery with a wide range of customers globallyA global leader in managed networked IT BTGS revenue by sector 2011/12services 6% 3%We serve:• 87% of the FTSE100 companies 18%• 64% of the Fortune 500 companies 47%• 90% of Interbrands’ annual ranking of the world’s most valuable brands• the world’s top stock exchanges, leading broker-dealers and biggest banks. BTGS’s vertical initiatives 26%• We also supply services to national and represent an industry strategy that local government organisations and other Corporate customers is fully integrated with its global public sector bodies in the UK and in 16 MNC efforts. Public sector (UK and overseas) countries around the world. Financial institutions Ovum 2011 TransitExperience, and a track record Other global carrier• Around 7,000 corporate and public sector customers across more than 170 countries• Widely recognised as market leader by industry watchers © British Telecommunications plc Our customers 3
  4. 4. Our customer referencesExamples of some of our customers from 2011/12 © British Telecommunications plc Our customers 4
  5. 5. BTGS - a Global Leader A leader in Gartner’s Network Service Provider Magic Quadrants Global – April 20121 Pan-European – April 20122 1 Gartner, Global Network Service Provider Magic Quadrant, Neil Rickard and Robert Mason, April 2012 2 Gartner, Pan-European Service Provider Magic Quadrant, Neil Rickard and Katja Ruud, April 2012This Magic Quadrant graphic was published by Gartner, Inc. as part of a larger research note and should be evaluated in the context of the entire report.The Gartner report is available upon request from BT. Gartner does not endorse any vendor, product or service depicted in its research publications, anddoes not advise technology users to select only those vendors with the highest ratings. Gartner research publications consist of the opinions of Gartners A global leader 5research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this
  6. 6. Business Transformation Business transformation is a leadership initiative, typically by the senior management team, that aims to align an organisations initiatives with the organisation’s business strategy and vision. Value is generated through monetising operational efficiencies gained. The benefits of a business transformation programme are typically expressed as an end state (for example) 50% increased revenue, 30~% cost reduction or margin improvement, reduction in end to end cycle time for service delivery by 10 days, a measure of quality, or 25% improved in customer satisfaction scores.
  7. 7. What do I do in BT• Run Business transformation hothouses 3 day events 50-70 people to achieve outcomes• Coach/Mentor managers on requirements, benefits, change• Lead teams of architects, Business Analysts, change managers, Transformation professionals, developers, PMO, operational stakeholders, COOs, VP teams• In brief define stages of transformation and drive transformation. 2 transformation programmes 2300 and 900 people.• My responsibilities include • Defining Transformation Strategy • Enabling Benefit Realisation and maximising opportunity • Advising on Change 7
  8. 8. Topics• Context Setting BT & transformation• Spotlight on BM and change• Keeping BM Simple and “owned”
  9. 9. Target OperatingBusiness Transformation failures are multioperational Modelstage Defining the Developing a Dashb Implementing the transformation benefit realisation leading plan strategy. plan and b Same Operating Strategy ModelComplex. Lofty. Not coherent Underpinning Transformation Benefits Not rigorous. Not shared. Nor Agreed Execution Failures in Project , Programme, and Change 9
  10. 10. Business Transformation failures -common causes Strategy Underpinning Execution Complex. Lofty. Transformation Failures in Project , Not coherent Benefits Programme, and Change Not rigorous. Not shared. Nor Agreed 1. Fluff 1. Focussed on delivery 1. Project failure 2. Goals 2. Delivery of tech and 2. Stakeholder 3. Hierarchies benefits will happen management failure 4. Not linked to 3. No line of sight to 3. Poor implementation of a challenge realisation change management 4. No accountability 10
  11. 11. BT has an active BM practice…  BM is required skill for PPM and Business Advisory community  Online courses  SME Group  Membership of APM/ BM SIG etc.  We have adopted the Cranfield method and adapted it a while ago  Finance community that look for benefit maps in business cases!  Huge awareness It would be non PC not to play lip service to BM © British Telecommunications plc 11
  12. 12. But BT still faces issues in BM.  Consultants map “benefits” (recommendations)  Business analysts map requirements  Architects map solutions Truisms  Dave Reynolds “last switch” law of benefit realisation (CIO BT Global services): benefits will only get realised when the last technical deliverable and full business change is complete.  The weakest professionals run the business change: the post delivery PM teams © British Telecommunications plc 12
  13. 13. From Peter Glynne
  14. 14. What is the single biggest hurdle of BMadoption?  Our ability to “map” benefits, everything else can follow  People have the knowledge, guidance  We have to remember – Awareness ≠ Skill – Knowledge ≠ Skill © British Telecommunications plc 14
  15. 15. Even adoption BM is a change  So do people resist change?  People resist being changed  People definitely resist the ambiguity of change  More often than not its lack of awareness and/or skill and people will most definitely resist moving into areas beyond their capability 15
  16. 16. Topics• Context Setting BT & transformation• Spotlight on BM and change• Keeping BM Simple and “owned”
  17. 17. What are we doing to address this?Simplify the capability  30 minute primers followed by hands on surgeries on individual projects v/s 2 day offsite training  Specialist move into support/mentoring role  Not for PPM community only, business analysts, market leads, architects Being 80% correct on mapping and 100% owned has a greater chance of realisation, than 100% correct map (which will change in any case within a years reality) © British Telecommunications plc 17
  18. 18. What are we doing to address this?Clear direction  First map  Then quantify  And then maintain © British Telecommunications plc 18
  19. 19. What are we doing to address this?Motivating the transformation professionals  Typical Consultant approach reduces benefit landscape as programmes are built.  Find more benefits: Show them a way. A 2-3 hour session produces a credible map on a Workstream  On-going tool for emergent benefits along lifetime  Don’t run Benefit modelling as PMO central function © British Telecommunications plc 19
  20. 20. Keeping it Simple30 second rule Capability Business Benefits/ Outcome Disbenefits (ENABLER) Change Delivery PM in T4/5 places the order when Reduction of manual ready instead of returning overhead in CS to create a Reduction in PI effort in CS Interlock with CS an approved CAF (Order new “order” ready request for CS ordering stage“provisioning” stack gateway stage reached) from the received CAF Delivery manager sees the Consistent jeopardy Reduction in PI effort in order status of the CS management, order tracking Delivery management portion as a part of bigger/ as specified in Delivery function for CS orders complete project for the mgmt. dashboard customer CORE CSDK FUNCTIONALITY Bill of Materials, Integrated billing and Reduction of manual billing Reduction in PI in for MoU inventory update to T4/5 for finance transfer* (TBC) related internal transfer for costing, pricing, in Keith Brownes area. orders for T4/5 customers approval stage, customers workflow, task Easier costs reconciliationallocation, templates, for transfer charges because Reduction in costs order gateways cost and pricelines and reconciliation for internally order details are in one charged items place. On a single asset key © British Telecommunications plc 20
  21. 21. This is neither encouraged nor tolerated Change In Benefits Dependency Network Enabler Feature Benefit Objective Working Practice All planning data available in all Planning 1 geographies Enable multi skilled planners Increased planning efficiency 1 (cross geography) All technologies can be planned in one Decreased hand-offs 2 system Enable multi skilled planners (cross domain) Spare rack and card Decrease ELF & DOA 1 space information available Automation of straightforward planning via rules(rack, Meeting provisioning SLAs 3 shelf,...) Automated planning Decreased inbound & outbound customer rules contacts 1 Operationally Value the capture & effective & maintenance of accurate data Decreased Fines (from regulator....) Piper - An e-2-e physical 3 1 profitable view of the physical Internal Plant network Continuous focus on information quality Engineering 1 access & core physical planning can Decrease workload in e-records 2 1 be done together Sell services not technology (alternative routes / medium) Provide the maximum Reduction of engineer visits 1 capacity of a element Engineers recognised for proactive jobs Flexible Provision of 1141 Faults 2 Organisation code Cross geography preventative Reduce lost assets maintenance programme (both capacity & equipment) 2 Improved data quality (volume & accuracy) Reduce overall fault rate 2 1 Engineers enabled to resolve Automatic ability to faults when they find them route over and Faster fault location and restoration. 2 BMS - Fibre allocate planned fibre Restore not repair allocation Duct/Fibre/ Trib seperacy information avalable Leader in Increase automated provisioning (frame jumpers) Sales 2 CSAT BMS - frame / Automated provision less planning frame connections Decreased Penalty costs 2 port attributes frame e-side port - Intelligent appointing Increase sales & up-sell 1 technology type attribute Sales force target spare Increased commitment at point of sale 2 Access to BTW capacity areas effectively engineer diaries Create new service offerings 3 More accurate proactive Meet the provisioning CDD Exploit the demographic planning (using customer data) 3 Network (customer due dates) information Profitably Piper - GIS (streetworks) Accurate & detailed Conform to the governments Streetworks initiative. Internal Plant 1 Streetworks info Reduced new build 1 Use capacity & service availability at POS Reuse of recovered plant 1 Engineers can Piper / TCP - download detail maps Engineers get accurate & Reduce existing internal plant footprint 2 for each job graphical information at point Field of need Flexible Flexible & engineer Engineers can update Systems 1 Empowered People client Network Engineer Engineers update records People from the field accurately while on site Reduction of development costs 2 Reduction of maintenance costs 1 Reduction of localised system development / 2 Licences Reduction of interfaces / Modular OSS 3 Invest in strategic and not tactical solutions Flexible Systems / Eased replacement 3 © British Telecommunications plc 21
  22. 22. Concluding…  Transformation programmes fail, lack of benefit management is but one cause.  How we rate ourselves and our skills, and whether they are used to empower others. People don’t take kindly to zealots  Ownership buy-in, simplicity and keeping it alive are far more important than being 100% correct  Tackle adoption of BM practice first before tackling the change underpinning the benefit  It’s more than the knowing doing gap - its knowing (but not how to) doing gap that stalls adoption (BM) stalls realisation Delighted to say that APM BM SIG has taken the plunge to run “how to” mapping workshops. Watch this space © British Telecommunications plc 22
  23. 23. Tips: backup
  24. 24. Supporting stakeholder engagement – top 10 tips• Build the benefits map collaboratively - gets buy-in and helps delivery team to visualise the benefits. Resist – discouraging them from producing it! You will be surprised – walking in with a complete product – it prevents them from being overwhelmed – Creating it offline and bringing it back – you miss the golden chance of them owning it as a part of the creative process. Ownership supports accountability for realisation• Build iteratively within projects and work-streams for large programmes and then aggregate• Be firm about the conventions for producing the maps, but not at the cost of being a barrier to production• Invest time in smartening maps to create clear communication toolsIt is an intuitive, logical tool and when executed wellproduces fabulous results
  25. 25. Supporting stakeholder engagement – top 10 tips• Prepare stakeholders for Benefits Realisation Management with short briefing sessions• Understand their objectives, explain it’s a non linear process and get them to own the results of the finished product• Use benefits maps to communicate actively through to your stakeholders groups• Quantify in benefits profiles and record in benefits register• Having achieved consensus, assign responsibilities and accountabilities both for tracking and for realisationIt is an intuitive, logical tool and when executed wellproduces fabulous results
  26. 26. Supporting stakeholder engagement – top 10 tips• Prepare stakeholders for Benefits Realisation Management with short briefing sessions• Understand their objectives, explain it’s a non linear process and get them to own the results of the finished product• Use benefits maps to communicate actively through to your stakeholders groups• Quantify in benefits profiles and record in benefits register• Having achieved consensus, assign responsibilities and accountabilities both for tracking and for realisationIt is an intuitive, logical tool and when executed wellproduces fabulous results

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