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.

1. Benefits Management
& Change Management
a symbiotic
relationship!
Merv Wyeth
Neil White

2. 3P [initiatives]
Benefits Realisation
Management
Change Management
Context for
Organisational Change
#EventROI
Presentation structure
Speaker intros
Sendsteps familiarisation

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. ProgM SIG Mission
“To provide a forum for effective
learning and development, that
promotes the science, discipline, tools
and techniques of programme
management”

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. Benefits Management SIG
‘To develop and promote benefits
management as a core driver of
successful project, programme
portfolio and change management’

7. The SIG’s mission is to ‘improve
the change capability of
organisations, teams and
individuals’
Enabling Change SIG

13. 3P [initiatives]
Benefits Realisation
Management
Change Management
Context for
Organisational Change
#EventROI
Presentation structure
Speaker intros
Sendsteps familiarisation

14. the predictable alongside the totally unexpected!
Our ever changing world

15. 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

16. a recurring pattern of continuous and transformational change ...
The Theory and Practice of Change Management, Hayes, 2007
‘Punctuated equilibrium’

17. 3P [initiatives]
Benefits Realisation
Management
Change Management
Context for
Organisational Change
#EventROI
Presentation structure
Speaker intros
Sendsteps familiarisation

18. Positioning of related disciplines
Note: this order of precedence helps ensure organisational
changes meet the required business needs

19. Strategic Direction
Vision
“Describes an end state. Short, inspirational, aspirational and memorable.
The cornerstone for delivery of a strategy”
Strategic
Objectives

20. 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]

21. 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

22. 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)

23. 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

24. Projects [APM, BoK6]
Generic 3P [Initiatives]Lifecycle
Programmes [MSP, 2011]
Organisational
Strategy
Change
Portfolio

25. 3P [initiatives]
Benefits Realisation
Management
Change Management
Context for
Organisational Change
#EventROI
Presentation structure
Speaker intros
Sendsteps familiarisation

26. Confidence
Method &
process
Accurate
InformationInvolvement
Just Cause
Respect
?
What people ‘need’ to know but often don’t
Why
What
How
Where
When
Who
? Resources

27. 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’

28. A Benefits Management Model
5
Practices
7
Principles

29. Benefits
Management
Practices
Benefits Management – 5 Practices
Identify & Quantify
Value & Appraise
Plan
Realize
ReviewBenefits
Management
Practices

30. 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

31. 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

32. Benefits Realisation and Stakeholders

33. 3P [initiatives]
Benefits Realisation
Management
Change Management
Context for
Organisational Change
#EventROI
Presentation structure
Speaker intros
Sendsteps familiarisation

34. Directive
Elective
Low
Engagement
Potential
High
Engagement
Potential
representative
response
curve
Engagement potential v nature of change

35. Change Challenge - Individuals
Adams, Hayes & Hopson (1976)

36. Change Challenge - Organisations

37. The Blind Men and the Elephant
John Godfrey Saxe (1816-1887)

38. 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/

39. The sting in the tail!
Capability factor
Culture factor

42. 3P [initiatives]
Benefits Realisation
Management
Change Management
Context for
Organisational Change
#EventROI
Presentation structure
Speaker intros
Sendsteps familiarisation

43. #EventROI Methodology
Designing Events for high ROI

55. Summary – Audience Responses

56. 3P [initiatives]
Benefits Realisation
Management
Change Management
Context for
Organisational Change
#EventROI
Presentation structure
Speaker intros
Sendsteps familiarisation

57. 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

58. This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.org.uk/events