Benefit Realisation Management From Breakthrough Consultancy 1 January 2011
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Organisations need a clear process to realise benefits in major change initiatives. This approach from Breakthrough Consultancy is both simple and rich through its compliance with accepted best practice.
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Benefits realisation management, third sector forum, 13th May 2015
Benefits realisation management, third sector forum, 13th May 2015Association for Project Management
Third sector forum
Benefits realisation management
The value of benefits management and capacity and capability required to effect delivery
Ibis House - 13th May 2015Webinar: Business Benefits Realisation
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/2KexP_irteE or watch the video at end of the slide
The webinar covers the major business benefits management principles, practices and techniques that enable organisations to optimise the return from their investments in programmes and projects.
The Objectives Of This Webinar Are To Explain How To:
1. Relate the business case to business benefits
2. Differentiate between business KPIs vs Project KPIs
3. Establish a benefits management chart
4. Plan and prepare for organisational readiness
5. Plan to perform project transition and handover
6. Measure the realisation of business benefits
Business Benefits Realisation is about ensuring that programmes and projects deliver the forecasted benefits identified in a business case or project charter document. Obtaining an acceptable return on investment is critical, but many organisations struggle to demonstrate that their programmes and projects deliver the required business benefits.
Often there is confusion over what benefits are required, who should track them and how and what the effective measures should be. The explicit role of a project manager is to deliver the project to ensure the scope, schedule and budget components are satisfied. However the intrapreneurial and business-minded project manager is the one who is acutely aware of the business aspect of programmes and projects and truly understands the rationale driving their organisation’s investment strategy. This project manager provides true value.
About the Presenter:
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company.
Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods
Workshop A: Pragmatic benefits realisation management
This document provides an overview of benefits realization management (BRM) processes and tools. It discusses the BRM process, which includes benefit identification, analysis and definition, planning, and realization. Key tools in the BRM process are identified, such as the benefit map and benefit register. The document also focuses on challenges to successful BRM, such as governance, culture, stakeholder management, finance, and change management. Testimonials from professionals praise the document for its practical guidance on studying and applying BRM.
Benefits Realization - May 2016
This document outlines key elements of benefits realization and return on investment analysis for projects. It discusses tracking projected benefits and costs, engaging sponsors, monitoring benefits realization over time, and using metrics like ROI, IRR, and NPV to evaluate investments. If a project's benefits are not being delivered as planned, the summary recommends reviewing the scope, course correcting the alignment with strategy, or canceling the initiative.
Designing for benefits realisation with a lean approach
This document discusses designing for benefits realization using a Lean approach. It begins with an introduction to Lean thinking, defining it as a process-oriented system that can deliver enhanced performance for customers. It then discusses designing for benefits realization at the strategic level, including agreeing on a change agenda through hoshin planning and establishing program governance. The document also covers consideration of the landscape being changed using Lean principles like standardizing processes and aligning resources to work. Managing the transition from projects to business as usual is discussed as well.
Benefits Dependency Network
The document discusses the benefits dependency network (BDN) framework for defining objectives and linking them to activities and benefits. It provides examples of using a BDN for a military objective and game objective. Key aspects of applying a BDN include defining objectives, activities, benefits, drivers and their relationships; considering stakeholders and boundaries; and using it as a tool for rationalization and iteration.
Benefit Management; How to fill multi gaps with only one bridge?
It was my pleasure delivering this presentation in an online webinar in cooperation with PMIAGC and Madinah Institute (mile).
Presentation description:
Organizations' activities vary from department to another, this variety requires different management disciplines to work together synchronized and aligned. Missing the link between strategy and projects is a common challenge facing strategy and project stakeholders, while PMO faces another challenge when it tries to transfer project's deliverables or program benefits to be operationalized, a third challenge appears for operation teams when they try to realize and sustain those organizational benefits.
This webinar discussed different phenomena and roots of these challenges, it also presented how to fill different gaps between management lines by utilizing benefit management concepts and practices based on PMI Standard for Program Management.
By what mentioned in this webinar, it is expected that Office of Strategic Management (OSM), Project Management Office (PMO), and Operation Departments will discover how to talk to each others the same language based on benefit management bridge.
Main learning objectives:
1- Understand Benefit Management.
2- Recognize some Management practice gaps.
3- Utilize Benefit Management across the Organization.
10 factor business case checklist
The document outlines a 10-factor checklist for evaluating business cases, including scoping the boundaries and stakeholders, linking benefits to objectives, assigning values to both tangible and intangible benefits, accounting for full lifecycle costs, establishing assumptions and alternative scenarios, planning benefits realization, developing cash flow statements for each scenario, calculating financial metrics like ROI and NPV, and identifying risk profiles. It provides contact information to request a copy of the full checklist or learn more about business case evaluation services.
Recommended
Benefits realisation management, third sector forum, 13th May 2015
Benefits realisation management, third sector forum, 13th May 2015Association for Project Management
Third sector forum
Benefits realisation management
The value of benefits management and capacity and capability required to effect delivery
Ibis House - 13th May 2015Webinar: Business Benefits Realisation
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/2KexP_irteE or watch the video at end of the slide
The webinar covers the major business benefits management principles, practices and techniques that enable organisations to optimise the return from their investments in programmes and projects.
The Objectives Of This Webinar Are To Explain How To:
1. Relate the business case to business benefits
2. Differentiate between business KPIs vs Project KPIs
3. Establish a benefits management chart
4. Plan and prepare for organisational readiness
5. Plan to perform project transition and handover
6. Measure the realisation of business benefits
Business Benefits Realisation is about ensuring that programmes and projects deliver the forecasted benefits identified in a business case or project charter document. Obtaining an acceptable return on investment is critical, but many organisations struggle to demonstrate that their programmes and projects deliver the required business benefits.
Often there is confusion over what benefits are required, who should track them and how and what the effective measures should be. The explicit role of a project manager is to deliver the project to ensure the scope, schedule and budget components are satisfied. However the intrapreneurial and business-minded project manager is the one who is acutely aware of the business aspect of programmes and projects and truly understands the rationale driving their organisation’s investment strategy. This project manager provides true value.
About the Presenter:
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company.
Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods
Workshop A: Pragmatic benefits realisation management
This document provides an overview of benefits realization management (BRM) processes and tools. It discusses the BRM process, which includes benefit identification, analysis and definition, planning, and realization. Key tools in the BRM process are identified, such as the benefit map and benefit register. The document also focuses on challenges to successful BRM, such as governance, culture, stakeholder management, finance, and change management. Testimonials from professionals praise the document for its practical guidance on studying and applying BRM.
Benefits Realization - May 2016
This document outlines key elements of benefits realization and return on investment analysis for projects. It discusses tracking projected benefits and costs, engaging sponsors, monitoring benefits realization over time, and using metrics like ROI, IRR, and NPV to evaluate investments. If a project's benefits are not being delivered as planned, the summary recommends reviewing the scope, course correcting the alignment with strategy, or canceling the initiative.
Designing for benefits realisation with a lean approach
This document discusses designing for benefits realization using a Lean approach. It begins with an introduction to Lean thinking, defining it as a process-oriented system that can deliver enhanced performance for customers. It then discusses designing for benefits realization at the strategic level, including agreeing on a change agenda through hoshin planning and establishing program governance. The document also covers consideration of the landscape being changed using Lean principles like standardizing processes and aligning resources to work. Managing the transition from projects to business as usual is discussed as well.
Benefits Dependency Network
The document discusses the benefits dependency network (BDN) framework for defining objectives and linking them to activities and benefits. It provides examples of using a BDN for a military objective and game objective. Key aspects of applying a BDN include defining objectives, activities, benefits, drivers and their relationships; considering stakeholders and boundaries; and using it as a tool for rationalization and iteration.
Benefit Management; How to fill multi gaps with only one bridge?
It was my pleasure delivering this presentation in an online webinar in cooperation with PMIAGC and Madinah Institute (mile).
Presentation description:
Organizations' activities vary from department to another, this variety requires different management disciplines to work together synchronized and aligned. Missing the link between strategy and projects is a common challenge facing strategy and project stakeholders, while PMO faces another challenge when it tries to transfer project's deliverables or program benefits to be operationalized, a third challenge appears for operation teams when they try to realize and sustain those organizational benefits.
This webinar discussed different phenomena and roots of these challenges, it also presented how to fill different gaps between management lines by utilizing benefit management concepts and practices based on PMI Standard for Program Management.
By what mentioned in this webinar, it is expected that Office of Strategic Management (OSM), Project Management Office (PMO), and Operation Departments will discover how to talk to each others the same language based on benefit management bridge.
Main learning objectives:
1- Understand Benefit Management.
2- Recognize some Management practice gaps.
3- Utilize Benefit Management across the Organization.
10 factor business case checklist
The document outlines a 10-factor checklist for evaluating business cases, including scoping the boundaries and stakeholders, linking benefits to objectives, assigning values to both tangible and intangible benefits, accounting for full lifecycle costs, establishing assumptions and alternative scenarios, planning benefits realization, developing cash flow statements for each scenario, calculating financial metrics like ROI and NPV, and identifying risk profiles. It provides contact information to request a copy of the full checklist or learn more about business case evaluation services.
009 benefits realization
The document discusses planning benefits realization from investments in information systems and technology. The main activities in benefits planning include finalizing benefit measurements and changes, obtaining stakeholder agreement on responsibilities, and producing a benefits plan and investment case. Key questions focus on how benefits will be defined, tracked, and reviewed. Executing the plan involves monitoring and evaluating results to identify both achieved and unexpected benefits, as well as any outstanding benefits or reasons why benefits were not achieved.
Benefit Realisation Management in Practice at Sheffield Hallam University - B...
Benefit Realisation Management in Practice at Sheffield Hallam University - B...Association for Project Management
Presentation conducted by Nicola Haywood-Alexander at Sheffield Hallam University on 12th March 2013 on Benefits Realisation Management in PracticeBenefits management and organisational change
During an APM Benefits SIG committee meeting, a request was made for someone to present on Benefits Management at a lunchtime working session at the Open University (an APM Corporate member) in Milton Keynes. Have previously gained and benefited from an OU degree I immediately volunteered with a view to both ‘giving something back’ and having a genuine interest in what the OU were doing to tackle this subject of which I am a keen proponent.
The popularity and success of this event is in no small part due to the energy and approach of Will Levy. Will, who has only been in post for 12 months, has during this time introduced Benefits and Portfolio management to the OU. The OU is clearly a progressive organisation with a strong desire to succeed and flourish and Will is currently working to ensure that its transformational change initiatives are fully aligned with its strategic plan. It is apparent that developing their Portfolio and Benefits Management capabilities together is enabling both disciplines to gain traction in way that by approaching them independently would have been less effective.
The event gave me an opportunity to present on my firmly held belief that effective Benefits Management is a wonderful enabler for sustainable organisational change. The BM processes themselves becoming much more effective when viewed and implemented through a Change Management Lens. There were two other speakers in the line up; Jim Yates, an OU tutor and lecturer, gave a presentation on the importance of recognising and accommodating the different perspectives of an organisation’s stakeholders. And Sean Sellers, a Business Transformation Manager, presented on the progress of an OU change programme for which he has Benefits Management responsibilities.
This was a good event which was finished off by a networking opportunity, fuelled by a great selection of sandwiches, and some more Benefits and Change conversation. Will suggested that he would be interested in seeking representation from other APM SIGs to help inform and develop his organisations Change Management capability.
Benefit Realization Management iZenBridge
Organizations worldwide spend/invest millions of dollars on activities/projects/programs to achieve short to long terms Vision/Goals. However often there is a lack of common understanding desired benefits and organization don’t have a concrete plan to quantify benefits achieved. These results in organization not having a correct view on ROI once the projects are completed. Global competition and ever evolving disruptive technologies has forced organization to have more disciplined approach towards benefits realization for every $ spent. Benefit realization management (BRM) is a discipline that help organization focus on overall benefits achieved and further enhance the value chain through continuous feedback mechanism.
Benefits Realization
Buyers have a new obsession. It is called 'benefits realization', or alternatively 'benefits delivery'. They have lost faith that promises made before the sale will actually materialize and are determined to intervene to ensure that they do. But if buyers are focused on benefits realization, then sellers must be too. In this article we will show you how you can use this important concept to boost your sales success.
Project Benefits Realisation General Presentation 7 Actions G Byatt
This document outlines a 7-point plan for delivering project benefits and ensuring a focus on benefits throughout the project lifecycle. The plan includes: 1) Identifying the "core need" or objective of the project, 2) Distilling the core need into a simple message, 3) Mapping benefits during planning, 4) Monitoring benefits focus during delivery, 5) Incorporating benefits focus into project reviews, 6) Reviewing the benefits plan on project close, and 7) Delivering the promised benefits after project close by tracking value, surveying stakeholders, and ensuring arrangements are in place to capture new benefits.
Benefits management and transformational change, 10 January 2017 - Southampton
Benefits management and transformational change, 10 January 2017 - SouthamptonAssociation for Project Management
Benefits Management: the essential ingredient for change, 10 Jan 2017. Southampton
Transformational change is here to stay.
We are living in an era of continuous transformation where standing still is simply not an option in today’s ultra-competitive and constantly changing business environments.
This presentation describes the key drivers and management imperatives for successful transformational change in organisations. It shows how placing Benefits Management at the heart of change management directly addresses and enables success.
In the main there are two key attributes of the Benefits Management methodology that help deliver successful business change.
The first is a flexible framework which can be easily embedded across the entire organisational change structure. This provides powerful change management capabilities that focus on delivering the desired end results and outcomes for the business.
Secondly and arguably most importantly, is the need to focus on the decision makers and data owners within the organisation. They are responsible for driving the change and associated benefits forward. This applies equally to; the senior responsible owner, the business change manager and benefit owners.
Benefits Management done well will naturally draw people into the change process and can achieve game-changing results. It does this by fostering in people; joined-up thinking, good communications, readiness for change and a culture of shared goals and objectives.
Today’s market drivers for constant business change don’t offer the luxury of choice.
If there is new technology or a threat to our current or aspired market objectives, then organisations must rise to the change challenge or accept the inevitable consequences such as reduced market share or business failure.
If directed to cut costs or do more for less, it should be done intelligently. Benefits management is essentially about making sure that the organisation has an unrelenting focus on delivering business value and not just traditional time, cost and quality outputs.
In the real world, it’s about people and winning the hearts and minds of the people, that will deliver true success.
On the theme of benefits management, the presentation impressed the need for measurable improvement but not at all costs. One of the challenges of benefits management is to identify which benefits are the ones to address, and not just because they happen to be measurable!
Several useful frameworks and tools are recommended and referenced in the presentation.
The presenters were Neil White, Chair of APM Benefits Management SIG and Merv Wyeth, Secretary.
See also: http://bit.ly/2iykbXX
Benefits management cycles and quadrants
This document outlines the key stages in a benefits management process including benefit identification, quantification, validation, ownership assignment, monitoring and controlling, and reporting. The process involves identifying potential benefits, mapping and quantifying them, socializing and assigning ownership, executing projects to realize benefits, and leveraging realized benefits in annual planning through ongoing monitoring, controlling and reporting.
Identifying and managing benefits masterclass
APM Benefits SIG masterclass: Identifying and managing benefits 19th June 2013. Nick Wensley, Peter Glynne, Hugo Minney and Neil White
Project Benefits Realisation G Byatt
This document discusses benefits realization and putting strategy into action. It provides examples of how to formulate effective business cases by including controls and measures. Benefits should be set up to be tracked by understanding the benefits being purchased, not just the solution, and ensuring governance approval gates have consequences. A template is shown that was used successfully to plan benefits realization by embedding tracking of benefits into the project lifecycle from business case to operational reviews. The key messages are to be clear on the benefits purchased rather than just the solution, agree how benefits will be tracked, ensure a line of sight from strategy to benefits realization, spend time defining usage scenarios, and hold people accountable for realizing stated benefits.
Benefits realization management - how to do it right - Wovex and Trevor Howes...
Benefits realization management is important and hard to do it right.
Understand more about areas of importance and expand your ability to be more successful with benefits realization management.
Wovex is software for Value and Benefit Realization Management at https://www.wovex.com/
Apply a benefits lifecycle to your investments
Overlapping stages, tactical documents and prescriptive benefit characteristics to enhance the realization of strategic benefits.
Enterprise and program strategies feed in to the benefits lifecycle and the development of a Business Case. That Case utilizes the strategies to identify and quantify a ROM CBA and acknowledge any dis-benefits. Assign a Business Benefits Owner as early as possible to plan for the realization and eventual transition off the project.
In the transition, the Benefit Owner must manage and report on the benefit and conversations happen to understand the impact of the benefits realized or NOT realized. Are new opportunities created because of it? Are the aforementioned Strategies affected? Are we ready to decommission the investment?
Acknowledgement to Stephen Jenner and Carlos Serra - I've gained so much understanding from your published works.
Benefits management and change management - a symbiotic relationship!
Benefits management and change management - a symbiotic relationship! Association for Project Management
The document discusses the symbiotic relationship between benefits management and change management. It provides profiles of the two speakers, Merv Wyeth and Neil White, who have extensive experience in change management, benefits realization, and project management. The presentation covers key topics like defining programmes and projects, contextualizing organizational change, stakeholder engagement in change efforts, and a methodology for designing events to maximize return on investment.Getting Started with PPM Benefits Realization
This document summarizes a presentation about getting started with benefits realization for project portfolio management (PPM). It discusses defining types of benefits from projects, programs, and strategies. It also presents a case study of how Johnson Controls tracks over $10,000 improvement projects annually using PPM software to quantify financial benefits. The presentation provides tips for getting organizational buy-in, assigning ownership, and validating benefits to ensure success in benefits realization.
Integrating risk and benefits management
This document discusses integrating risk and benefits management. It argues that both risk management and benefits management are important for achieving strategic objectives, but they are often treated separately. An integrated approach considers both risks and benefits throughout the project lifecycle. This helps balance risks against potential benefits and ensures risks are actively managed to support benefits realization. Several case studies are presented where taking an integrated risk and benefits perspective improved outcomes for projects in various industries.
Benefits Dependency Network Short Guide
This document provides information about benefits dependency networks (BDNs), which are a tool used in benefits management. It explains that a BDN shows the chains of cause and effect between ends (what you want to achieve), ways (what you do), and means (what you use). The document provides examples of how to construct a BDN by sorting items into these categories. It emphasizes that BDNs help ensure objectives are rational and appropriate by analyzing the activities and benefits required to deliver each objective. The document also notes some observations about how BDNs can help address issues like a lack of radical change and validating existing plans rather than strategic objectives.
Business Cases And Benefits Management
The document discusses the importance of benefits management for organizations and outlines best practices for developing business cases, measuring benefits, and ensuring benefits are realized. It notes that only 29% of projects are successful, highlighting the need for a benefits-led approach to improve outcomes. A key message is that benefits realization requires active management like any other business process.
Benefit Realisation Management
The document discusses benefit realisation management (BRM) and how it can be used in projects. It describes how to build benefit maps by identifying objectives, supporting benefits, and activities that deliver benefits. Benefit maps can then be used for stakeholder analysis, risk identification, building business cases, prioritization, and developing product catalogues. Prioritization techniques include a simpler approach of assessing which activities enable the most benefits, and a more complex weighted scoring approach. The document provides examples of each technique.
Benefits management process issue 1.0
The document outlines the benefits management process, which includes four work streams: 1) identifying and structuring benefits, 2) planning for benefits, 3) general management, and 4) evaluation. It provides details on the key activities and objectives within each work stream, such as identifying stakeholders, benefit owners, dependency modeling, and tracking and measurement. The process is meant to guide organizations in successfully implementing benefits management best practices.
Network rail - Benefits Management
These are some of the questions which Mike Reynolds, as Network Rail’s Group Investment Controller, set out to answer, and came up with a management tool to aid robust governance. He will explain some of the challenges and the importance of this work.
An Introduction to Benefits Realization Management
This presentation provides a practical overview of benefits realization management with a specific focus on practical steps to begin implementing benefits realization management as a business function.
Mike Ward - Improving benefits management at Sellafield
The document discusses improving benefits management at Sellafield, a nuclear site in the UK. It outlines that Sellafield has an annual budget of £1.9 billion and lifetime costs of £67.2 billion over 100 years of work. It established a mandate in 2012 to improve programme management capability to more effectively execute programmes and major projects. A benefits management framework was created to clearly identify and manage benefits. While progress has been made, fully measuring and proving contributions to strategic objectives remains a challenge. Regular assessments are conducted to track progress on the maturity journey towards best-in-class programme management.
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009 benefits realization
The document discusses planning benefits realization from investments in information systems and technology. The main activities in benefits planning include finalizing benefit measurements and changes, obtaining stakeholder agreement on responsibilities, and producing a benefits plan and investment case. Key questions focus on how benefits will be defined, tracked, and reviewed. Executing the plan involves monitoring and evaluating results to identify both achieved and unexpected benefits, as well as any outstanding benefits or reasons why benefits were not achieved.
Benefit Realisation Management in Practice at Sheffield Hallam University - B...
Benefit Realisation Management in Practice at Sheffield Hallam University - B...Association for Project Management
Presentation conducted by Nicola Haywood-Alexander at Sheffield Hallam University on 12th March 2013 on Benefits Realisation Management in PracticeBenefits management and organisational change
During an APM Benefits SIG committee meeting, a request was made for someone to present on Benefits Management at a lunchtime working session at the Open University (an APM Corporate member) in Milton Keynes. Have previously gained and benefited from an OU degree I immediately volunteered with a view to both ‘giving something back’ and having a genuine interest in what the OU were doing to tackle this subject of which I am a keen proponent.
The popularity and success of this event is in no small part due to the energy and approach of Will Levy. Will, who has only been in post for 12 months, has during this time introduced Benefits and Portfolio management to the OU. The OU is clearly a progressive organisation with a strong desire to succeed and flourish and Will is currently working to ensure that its transformational change initiatives are fully aligned with its strategic plan. It is apparent that developing their Portfolio and Benefits Management capabilities together is enabling both disciplines to gain traction in way that by approaching them independently would have been less effective.
The event gave me an opportunity to present on my firmly held belief that effective Benefits Management is a wonderful enabler for sustainable organisational change. The BM processes themselves becoming much more effective when viewed and implemented through a Change Management Lens. There were two other speakers in the line up; Jim Yates, an OU tutor and lecturer, gave a presentation on the importance of recognising and accommodating the different perspectives of an organisation’s stakeholders. And Sean Sellers, a Business Transformation Manager, presented on the progress of an OU change programme for which he has Benefits Management responsibilities.
This was a good event which was finished off by a networking opportunity, fuelled by a great selection of sandwiches, and some more Benefits and Change conversation. Will suggested that he would be interested in seeking representation from other APM SIGs to help inform and develop his organisations Change Management capability.
Benefit Realization Management iZenBridge
Organizations worldwide spend/invest millions of dollars on activities/projects/programs to achieve short to long terms Vision/Goals. However often there is a lack of common understanding desired benefits and organization don’t have a concrete plan to quantify benefits achieved. These results in organization not having a correct view on ROI once the projects are completed. Global competition and ever evolving disruptive technologies has forced organization to have more disciplined approach towards benefits realization for every $ spent. Benefit realization management (BRM) is a discipline that help organization focus on overall benefits achieved and further enhance the value chain through continuous feedback mechanism.
Benefits Realization
Buyers have a new obsession. It is called 'benefits realization', or alternatively 'benefits delivery'. They have lost faith that promises made before the sale will actually materialize and are determined to intervene to ensure that they do. But if buyers are focused on benefits realization, then sellers must be too. In this article we will show you how you can use this important concept to boost your sales success.
Project Benefits Realisation General Presentation 7 Actions G Byatt
This document outlines a 7-point plan for delivering project benefits and ensuring a focus on benefits throughout the project lifecycle. The plan includes: 1) Identifying the "core need" or objective of the project, 2) Distilling the core need into a simple message, 3) Mapping benefits during planning, 4) Monitoring benefits focus during delivery, 5) Incorporating benefits focus into project reviews, 6) Reviewing the benefits plan on project close, and 7) Delivering the promised benefits after project close by tracking value, surveying stakeholders, and ensuring arrangements are in place to capture new benefits.
Benefits management and transformational change, 10 January 2017 - Southampton
Benefits management and transformational change, 10 January 2017 - SouthamptonAssociation for Project Management
Benefits Management: the essential ingredient for change, 10 Jan 2017. Southampton
Transformational change is here to stay.
We are living in an era of continuous transformation where standing still is simply not an option in today’s ultra-competitive and constantly changing business environments.
This presentation describes the key drivers and management imperatives for successful transformational change in organisations. It shows how placing Benefits Management at the heart of change management directly addresses and enables success.
In the main there are two key attributes of the Benefits Management methodology that help deliver successful business change.
The first is a flexible framework which can be easily embedded across the entire organisational change structure. This provides powerful change management capabilities that focus on delivering the desired end results and outcomes for the business.
Secondly and arguably most importantly, is the need to focus on the decision makers and data owners within the organisation. They are responsible for driving the change and associated benefits forward. This applies equally to; the senior responsible owner, the business change manager and benefit owners.
Benefits Management done well will naturally draw people into the change process and can achieve game-changing results. It does this by fostering in people; joined-up thinking, good communications, readiness for change and a culture of shared goals and objectives.
Today’s market drivers for constant business change don’t offer the luxury of choice.
If there is new technology or a threat to our current or aspired market objectives, then organisations must rise to the change challenge or accept the inevitable consequences such as reduced market share or business failure.
If directed to cut costs or do more for less, it should be done intelligently. Benefits management is essentially about making sure that the organisation has an unrelenting focus on delivering business value and not just traditional time, cost and quality outputs.
In the real world, it’s about people and winning the hearts and minds of the people, that will deliver true success.
On the theme of benefits management, the presentation impressed the need for measurable improvement but not at all costs. One of the challenges of benefits management is to identify which benefits are the ones to address, and not just because they happen to be measurable!
Several useful frameworks and tools are recommended and referenced in the presentation.
The presenters were Neil White, Chair of APM Benefits Management SIG and Merv Wyeth, Secretary.
See also: http://bit.ly/2iykbXX
Benefits management cycles and quadrants
This document outlines the key stages in a benefits management process including benefit identification, quantification, validation, ownership assignment, monitoring and controlling, and reporting. The process involves identifying potential benefits, mapping and quantifying them, socializing and assigning ownership, executing projects to realize benefits, and leveraging realized benefits in annual planning through ongoing monitoring, controlling and reporting.
Identifying and managing benefits masterclass
APM Benefits SIG masterclass: Identifying and managing benefits 19th June 2013. Nick Wensley, Peter Glynne, Hugo Minney and Neil White
Project Benefits Realisation G Byatt
This document discusses benefits realization and putting strategy into action. It provides examples of how to formulate effective business cases by including controls and measures. Benefits should be set up to be tracked by understanding the benefits being purchased, not just the solution, and ensuring governance approval gates have consequences. A template is shown that was used successfully to plan benefits realization by embedding tracking of benefits into the project lifecycle from business case to operational reviews. The key messages are to be clear on the benefits purchased rather than just the solution, agree how benefits will be tracked, ensure a line of sight from strategy to benefits realization, spend time defining usage scenarios, and hold people accountable for realizing stated benefits.
Benefits realization management - how to do it right - Wovex and Trevor Howes...
Benefits realization management is important and hard to do it right.
Understand more about areas of importance and expand your ability to be more successful with benefits realization management.
Wovex is software for Value and Benefit Realization Management at https://www.wovex.com/
Apply a benefits lifecycle to your investments
Overlapping stages, tactical documents and prescriptive benefit characteristics to enhance the realization of strategic benefits.
Enterprise and program strategies feed in to the benefits lifecycle and the development of a Business Case. That Case utilizes the strategies to identify and quantify a ROM CBA and acknowledge any dis-benefits. Assign a Business Benefits Owner as early as possible to plan for the realization and eventual transition off the project.
In the transition, the Benefit Owner must manage and report on the benefit and conversations happen to understand the impact of the benefits realized or NOT realized. Are new opportunities created because of it? Are the aforementioned Strategies affected? Are we ready to decommission the investment?
Acknowledgement to Stephen Jenner and Carlos Serra - I've gained so much understanding from your published works.
Benefits management and change management - a symbiotic relationship!
Benefits management and change management - a symbiotic relationship! Association for Project Management
The document discusses the symbiotic relationship between benefits management and change management. It provides profiles of the two speakers, Merv Wyeth and Neil White, who have extensive experience in change management, benefits realization, and project management. The presentation covers key topics like defining programmes and projects, contextualizing organizational change, stakeholder engagement in change efforts, and a methodology for designing events to maximize return on investment.Getting Started with PPM Benefits Realization
This document summarizes a presentation about getting started with benefits realization for project portfolio management (PPM). It discusses defining types of benefits from projects, programs, and strategies. It also presents a case study of how Johnson Controls tracks over $10,000 improvement projects annually using PPM software to quantify financial benefits. The presentation provides tips for getting organizational buy-in, assigning ownership, and validating benefits to ensure success in benefits realization.
Integrating risk and benefits management
This document discusses integrating risk and benefits management. It argues that both risk management and benefits management are important for achieving strategic objectives, but they are often treated separately. An integrated approach considers both risks and benefits throughout the project lifecycle. This helps balance risks against potential benefits and ensures risks are actively managed to support benefits realization. Several case studies are presented where taking an integrated risk and benefits perspective improved outcomes for projects in various industries.
Benefits Dependency Network Short Guide
This document provides information about benefits dependency networks (BDNs), which are a tool used in benefits management. It explains that a BDN shows the chains of cause and effect between ends (what you want to achieve), ways (what you do), and means (what you use). The document provides examples of how to construct a BDN by sorting items into these categories. It emphasizes that BDNs help ensure objectives are rational and appropriate by analyzing the activities and benefits required to deliver each objective. The document also notes some observations about how BDNs can help address issues like a lack of radical change and validating existing plans rather than strategic objectives.
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Benefit Realisation Management From Breakthrough Consultancy 1 January 2011
- 1. The Value of Benefit Realisation – and a benefit management strategy
- 2. 30 September 2010 Page Being a Benefits-driven Organisation Culture led by change Driven by value for money Open mind to new ideas Getting it done properly Seeing it through In the complete picture Following business and technology roadmaps Involving all the right people Anticipated and managed outcomes Realising benefits and minimising disbenefits Practised in process Processes aligned to organisational maturity Appropriately skilled resources for actions Evidence-based baselines, targets and results Accepting review and inspection Mutuality Building unchallengeable business cases Making dependencies visible Supporting other initiatives Sharing knowledge and resources Cradle to grave Activities for whole lifecycle Planned and monitored programmes Start: Define objectives and benefits In-between: Develop solutions Bringing to life: Deploy and change End: Observe and measure outcomes Sustainable change Focus on importance to the business Eliminating wasted effort Review and react Capacity and capability to adapt
- 3. 30 September 2010 Page Achieving Benefits: Long and Winding road Not automatic – must work at making benefits happen shapes … determine … require actions by … result in … create advantage in … direct attention to … Capabilities to enable new processes Changes in business Outcomes for business Success for all collect evidence proving … Vision for improvement Objectives as targets Benefits for stakeholders Measures for progressing achievement
- 4. 30 September 2010 Page Is Your Organisation Benefits-driven? Lot of yeses? You’re at the bottom of the benefit maturity ladder! 9. Benefit realisation processes patchy, inconsistent and unmonitored? Question 6. No centrally managed framework for defining and tracking benefits? 7. No accessible information such as a single, maintained benefit register? 3. Outcomes defined in terms of features and results rather than measurable benefits 4. Benefits seen only as justification for investment, often just in financial terms? 8. Benefit planning showing rough timescales with no ownership and limited formal review? 10. Measurement of realised benefits rudimentary with no integration with business-as-usual? 5. Roles and responsibilities for benefit management not defined? 1. Key individuals lacking experience in benefit management? 2. Training provision in benefit management non-existent or uncoordinated? Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Response
- 6. 30 September 2010 Page Typical Benefit Management Strategy Essential reading is the benefit dependency map Governance during and after change New capabilities expressed in the Blueprint Communicating outcomes Proving value for money Roles including benefit and measurement owners Key benefit register with profiles Principles for managing benefits Measurement and review regime Summary of stakeholder analysis Outline of benefit realisation plan with business change Statement of vision, mission and objectives Link to programme activities and deliverables Initial Benefit schedule Risk analysis Benefit dependency map - showing relationships of benefits to problems, enablers, change and objectives
- 7. 30 September 2010 Page Benefit Management: the Starting Point Full-circle, defined process to manage benefits Design and plan Identify Deliver Monitor Review Stage 2 Detail what, when, how and who to monitor benefits Stage 1 Analyse and validate benefits from expected outcomes Stage 4 Analyse measurement of benefits from outcomes Stage 5 Re-validate benefit and measurement approaches Stage 3 Implement change and track expected outcomes
- 9. 30 September 2010 Page Choosing the Benefit Realisation Approach The challenge is to select and apply the best change lever
- 10. 30 September 2010 Page
Editor's Notes
- Although there is some recognition that change initiatives may bring benefits, there are no defined benefit realisation processes or, if they do exist, they are likely to be patchy, inconsistent and unmonitored There is no centrally managed framework used for defining and tracking the realisation of benefits across business operations Information, such as benefit profiles in a register, is not available or is outdated, unstructured and dispersed Outcomes from initiatives are defined in terms of features and results rather than as benefits with measurable performance improvement Benefits are seen as justification for investment, often just in financial terms ignoring other benefit types rather than core element of project’s delivery Benefit planning, if any, is likely to be an initial activity showing only rough timescales with limited formal review and little maintenance of ownership or tracking during execution of the initiative, programme or project Measurement of benefits realised is rudimentary or even fictitious with no integration with business-as-usual activities and key performance indicators Roles and responsibilities specifically relating to benefit management are not defined or are generic Key individuals running change initiatives, programmes and projects lack experience Training provision in benefit management is non-existent or, at best, uncoordinated with little or no knowledge sharing