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The synergy between
Benefits Management
&
Change Management
Neil White
&
Parag Gogate
Workshop Objective
‘to be better able to identify
opportunities to leverage
Change Management success
drivers that enable ...
Workshop Agenda
 Introduce the Benefits Management
processes (5)
 Introduce the prevailing context for change
(5)
 Grou...
Speaker Profile: Neil White
 22 yrs RAF (Engineering)
 Change Management 20yrs
 Aerospace & Defense and Transport
 Bus...
Speaker Profile: Parag Gogate
 APM Enabling Change SIG Committee
member – Innovation Theme lead
 AM Midlands Branch comm...
A Benefits Management Model
5
Practices
7
Principles
Benefits
Management
Practices
Benefits Management – 5 Practices
Identify & Quantify
Value & Appraise
Plan
Realize
ReviewBe...
An overview of the BRM Process
BRM processes assure that an organization's investment
in change adds values and is aligned...
Expect a reduction in benefits if stakeholders…..
1 don’t believe in it
2 don’t understand it
3 don’t want it
4 don’t know...
Steve Robinson – June 2014 Project Magazine
Benefits Realisation and Stakeholders
A representation of BRM Processes
Major process areas in the BM Lifecycle
Identify &
quantify
Value and
appraise
Plan Revi...
Changing Business Environment
First used by US Marines/Military
Perspective on Change
Verb
‘make or become different’
Noun
‘an act or process through which
something becomes different’
4...
Perspective on Change Management
APM BOK Definition -
“Change Management is a structured approach to moving organisation f...
Leo Tolstoy
‘Everyone thinks of changing
the world, but no one thinks of
changing himself’
Key Cognitive Biases – Benefit Realisation Management
OPTIMISM
Tendency to be
over-optimistic,
overestimating
favourable a...
Workshop
Activity
Workshop Activity
Please refer to the lifecycle sheet provided.
For one, more or ‘all’ of the examples given, place the
co...
The natural synergy
between Benefits and
Change Management
Neil White
&
Parag Gogate
Thank you
This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.or...
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The synergy between benefits management and change management, workshop 2, Neil White, Parag Gogate, London, 23 June 2016

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The synergy between benefits management and change management, workshop 2, Neil White, Parag Gogate, London, 23 June 2016
The APM Benefits Summit 2016
APM Benefits Management SIG

Published in: Business
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The synergy between benefits management and change management, workshop 2, Neil White, Parag Gogate, London, 23 June 2016

  1. 1. The synergy between Benefits Management & Change Management Neil White & Parag Gogate
  2. 2. Workshop Objective ‘to be better able to identify opportunities to leverage Change Management success drivers that enable us to achieve the greatest value from our investments’
  3. 3. Workshop Agenda  Introduce the Benefits Management processes (5)  Introduce the prevailing context for change (5)  Group activity - identify opportunities to exploit Change Management success drivers (20)  Feedback and discussion on workshop activity results (15)
  4. 4. Speaker Profile: Neil White  22 yrs RAF (Engineering)  Change Management 20yrs  Aerospace & Defense and Transport  Business Improvement (SEI CMMI) - Assessor & Assessment Team Lead  Transformation Change Management  Benefits Management & Business Change  MSc Change Management  APM Benefits Management SIG Co-Chairman ‘an ardent believer that the ability to change is more important than the required changes themselves’
  5. 5. Speaker Profile: Parag Gogate  APM Enabling Change SIG Committee member – Innovation Theme lead  AM Midlands Branch committee member  Experience – Strategic change programmes business transformation & improvement 12 years multinational hospitality & retail operations experience prior to change management  MBA from Durham Business School  Lean Six Sigma Black Belt, PRINCE2®, MSP® certified  NLP (Neuro Linguistic Programming) practitioner  EFQM business excellence assessor An accidental change manager !
  6. 6. A Benefits Management Model 5 Practices 7 Principles
  7. 7. Benefits Management Practices Benefits Management – 5 Practices Identify & Quantify Value & Appraise Plan Realize ReviewBenefits Management Practices
  8. 8. An overview of the BRM Process BRM processes assure that an organization's investment in change adds values and is aligned to its strategic goals Vision Strategic Objectives Business Objectives Manage Benefits Changes Realise Benefits But BRM brings much more to the change process…….
  9. 9. Expect a reduction in benefits if stakeholders….. 1 don’t believe in it 2 don’t understand it 3 don’t want it 4 don’t know why it is needed 5 don’t use it 6 think it is all about cost saving 7 resist the changes 8 are not ‘able’ to make their opinion heard 9 see no evidence that it is making a difference 10 know there are other more important things to do 11 do not value the changes 12 do not know the part they are expected to play
  10. 10. Steve Robinson – June 2014 Project Magazine Benefits Realisation and Stakeholders
  11. 11. A representation of BRM Processes Major process areas in the BM Lifecycle Identify & quantify Value and appraise Plan ReviewRealise This ‘view’ will be used in the workshop activity that follows shortly…………
  12. 12. Changing Business Environment First used by US Marines/Military
  13. 13. Perspective on Change Verb ‘make or become different’ Noun ‘an act or process through which something becomes different’ 4 1 Context Internal & External factors Dimension Organisation wide, function/department, communities, supply chain partners, citizens, customers 2 Elements People, System, Applications, Technology, Processes, Culture, Structure 3 Type Continuous, incremental, big bang, emergent Realising business strategy & benefits
  14. 14. Perspective on Change Management APM BOK Definition - “Change Management is a structured approach to moving organisation from the current state to the desired future state” – Change Management models – Kotter 8 Steps, Lewin, PDCA, ADKAR – Change management / business transformation (IT view) – Change control (Project management) Change Management - manage the people side of change Management of Change – manage the technical side of change
  15. 15. Leo Tolstoy ‘Everyone thinks of changing the world, but no one thinks of changing himself’
  16. 16. Key Cognitive Biases – Benefit Realisation Management OPTIMISM Tendency to be over-optimistic, overestimating favourable and pleasing outcomes OSTRICH EFFECT Ignoring a negative or unfavourable information / situation ANCHORING over reliant on the first piece of information / evidence they hear / see CONFIRMATION tend to listen to only the information that confirms our preconception CONSERVATISM favouring prior evidence over new evidence or information that has emerged GAMBLER’S FALLACY The tendency to think that the future probabilities are altered by past events, when in reality they are unchanged
  17. 17. Workshop Activity
  18. 18. Workshop Activity Please refer to the lifecycle sheet provided. For one, more or ‘all’ of the examples given, place the corresponding number on the stage of the lifecycle that you consider provides an opportunity to improve the outcomes of your investments. Identify & quantify Value and appraise Plan ReviewRealise We will discuss the results and your ideas during the feedback session
  19. 19. The natural synergy between Benefits and Change Management Neil White & Parag Gogate Thank you
  20. 20. 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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