This is one of many excellent presentations given over the last three years of the eVa in the UK series. They can also be found in the archive at: http://evaintheuk.org/archive along with back-copy video footage in http://evaintheuk/pmchannel EVA19, the long established Earned Value conference, has this year described its theme as looking at a project management ‘ABC’ – Agile, Benefits and Complex. The four day event, which returns to the Armourers Hall, runs from the 19th to 22nd of May with the flagship conference being held on 20th and 21st May and workshops before and after. The conference will look at how this ‘ABC’ can be made to work within a portfolio and how agile fits into major and minor projects. It will investigate how to manage the relationship between portfolio benefits and project budgets, and whether complex projects even exist. Conference organiser and APM chairman, Steve Wake says: “Currently there is little evidence that this ‘ABC’ is being effectively deployed and managed. This conference aims to address that concern through EVA’s trademark blend of learning and professional development. Case studies and unusual presentations, delivered by top-notch speakers and experienced practitioners, will again engage and entertain the audience. We’ve used string quartets to illustrate points in the past and this year we will be using a Blues band for the first time.” Speakers across the two days include many familiar faces from the APM events programme including; Adrian Pyne of the APM ProgM SIG ‘Changing the project wasteland with a portfolio culture that works,’ APM Honorary Fellow Tim Banfield Director at the Major Projects Authority and Stephen Jones, Sellafield and Planning Monitoring and Control Specific Interest Group (PMC SIG) and Carolyn Limbert of the APM PMC SIG to talk about agile, benefits and complex. Peter Taylor, the Lazy Project Manager will be presenting on “The project manager who smiled” and the ever popular Stephen Carver will present the leadership lessons that can be learnt from Alfred the Great. In addition, there will be speakers from AIRBUS, TfL, Bloodhound, Heathrow T2 and London Tideway Tunnels. The conference will be supplemented by a number of workshops being held at the Chartered Institute of Arbitrators, Bloomsbury Square on Monday 19th and Thursday 22nd May 2014. 'eVa in the UK' http://evaintheuk.org is building a reputation, brand and a learning legacy for the Project Management Profession. The event series is now in its nineteenth year. It is almost as if it all kicked-off when Steve Wake was in short trousers and knights roamed the land on their chargers! #eva19 is an excellent example of Listening, Learning and Leading #apmLLL in action, and great opportunity for professional development. I would encourage anyone who is interested in 'Building a better Project Manager,' to take a look at the web site, and book your place and get involved.

1. What’s in it for me?
Benefits realisation management
and staff motivation
Hugo (Steve) Minney PhD
The Social Return Company

2. What gets you up in the morning?
• TXT
– Send to 079 0496 4140: value <space> your
message
• Internet
– Go to sendc.com and log in with value
• Twitter
– Use #value and #Q in your tweet
• We’ll look at the results later in the
presentation

3. What gets you up in the morning?
• Nobody comes in to work to do a bad job
(well, almost nobody)
• We all want to make a
difference – make the
world a better place
• Very few people work
just for the money*
• So… what am I going to tell you?
• Osterloh & Frey 2007 Does pay for performance really motivate employees?
• PwC NextGen 2013: Millennial workers want …

4. A future where all projects
succeed
John Thorp – The Information Paradox
capability

5. Benefits Management
Benefits management is the identification,
definition, planning, tracking and realisation of
business benefits.
• Recognise what we’re trying to achieve – in context.
Do we still want this? What’s changed?
• Who does it affect? The employees are often the
forgotten stakeholder
• Do we know what success looks like? (soft measures)
• Does everyone agree what success looks like?
• People look after Number 1. Are you giving them
what they want?

6. A Health Economy in Northern
Britain
• 160 initiatives for change – “projects”
• £60 million per year spent on change
• Professional carers resist change – all change
represents risk – “what we’re doing now is
safe”
• Management targets divorced from both the
knowledge, and the need (sometimes)

7. Benefits Frameworks
• Part time for 4 months
• 7 workstreams,
• Three workshops
– Context: what you are doing, what the need is, where
are the gaps? What does success look like?
– Measurement: what means improvement, where can
we get that information?
– Delivery: how are you doing? What are you changing
because of measurement?
• coaching between workshops

8. Benefits Mapping

9. … means People getting involved

10. … means common sense

11. Staff Motivation
• “I can tell my grandchildren ‘I did a good
job this week’ “
• Lower Sickness/ Absence
• Easier Recruitment/ Retention
• Getting much more done
• Engaged with corporate objectives –
even to MAKE MONEY

12. Why projects don’t succeed
• Failure – budget, time, quality
• Benefits delivery, contribute to corporate
objectives are “nice to have”?
• Internal problems 60% of the reasons for
failure
– Failure to plan
– Failure to apply governance
– Failure to be motivated?
– Failure to engage BAU at handover?
PricewaterhouseCoopers 2012
Budget Time
Quality
Business
Objectives

13. Driving improvement
• We (the people who talk to the client/ do the
work) see the need/problem first!
• We know what to do about it (have the most
experience)
• We can inspire*
• We won’t resist our own
design for change
• (a new problem –
managing configuration)
Malcolm Gladwell – Tipping Point

14. Outside of healthcare
• Adults with learning disabilities in receipt of ISL
• Drug rehabilitation for mothers who want their
children back
• Virgin Media residential cable installers
• Who else could benefit (pun intended)?
– Call centre workers?
– The building trade? What are you creating?

15. Which of these are relevant?
A. Customer satisfaction
B. Profitability
C. Customer retention / return
D. Net Promoter Score
E. Response time from call
F. Staff Motivation
# votes: 15
Internet Go to sendc.com and log in with Value
TXT Send to 079 0496 4140: Value <space> your choice (e.g. Value b)
Twitter Tweet #Value <space> 1 <space> your choice (e.g. #Value 1 b)
Closed
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16. Internet Go to sendc.com and log in with Value
TXT Send to 079 0496 4140: Value <space> your choice (e.g. Value b)
Twitter Tweet #Value <space> 1 <space> your choice (e.g. #Value 1 b)
Which of these are relevant?
Closed
A.
B.
C.
D.
E.
F.
Customer satisfaction
Profitability
Customer retention /
return
Net Promoter Score
Response time from call
Staff Motivation
33.3%
13.3%
13.3%
0.0%
0.0%
40.0%
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17. How do you use it?
• Involve stakeholders
• Map outcomes to context and drivers for change
• Evidence – what is important (NOT JUST “what
can we measure?”)
• Establish impact – does our change result in this,
or was it something else?
• Calculating the outcome so people can use it to
make decisions
• Reporting – and using the results
Tailored from:
Jeremy Nicholls – A guide to Social Return on Investment

18. Turning SOFT into HARD
• Important things like
– Customer Satisfaction
– Net Promoter Score
• What impact on the bottom line?
• How much?
• Decisions on investment and on further
investment
• Decisions on direction

19. Where do you go from here?
• 4 stages of Benefits Management:
– WHY – business case, sponsor, stakeholders
– WHAT & HOW
• Project planning, measurement schema
• Project delivery, decisions to maximise benefits
– HANDOVER – handover capability, plus motivation
– ONGOING
• Measuring and reporting
• Tweaking and adjusting for even better outcomes

20. Define Benefits
Case for Investment
Quantify and
milestones
Decisions to
maximise
benefits
What benefits
deferred and how
to monitor them
Benefits
Framework
Idea
Initiation
Define
Deliverables
Milestones
Resources
Project monitoring
Project delivery
Governance
Closedown
Project
Management
Handover
Taking Benefits Management
Onwards
Business
as Usual
Reporting
& tweaks
WHY WHAT & HOW HAND-OVER
ONGOING

21. Professionalism
• Like Project Management – follow a tried and
tested process*:
– don’t just make it up as you go along
• The right tools for the job
– iBE.net includes Project Management, Time and
Billing, EVA; Benefits Management to follow
shortly (one time entry, used many times)
– Try it out at www.ibe.net
* PwC 2012 Project Maturity

22. The foundations of Morale
• The military understand this
– Spiritual – because only spiritual foundations can
stand real strain
– Intellectual – because men are swayed by reason
as well as feeling
• It must be attainable, by the organisation. Confidence
in planning and capability
– Material – last, because the very highest kinds of
morale are often met when material conditions
are lowest
William Slim “Defeat into Victory”

23. Measuring & reporting to motivate
• What’s important?*
– We are not just numbers
– We are excellent at what we do
– Our company and our customers recognise our
effort and care
– We are doing something useful and valuable
• How do we measure these?
– Team and individual recognition – measure what
matters
– Put it into context: “I help people” (identity!)
James Robbins – Nine Minutes on Monday

24. What gets you up in the
morning?
My morning run! ££££££
Every day is a bonus Stuff to be getting on with.
Internet Go to sendc.com and log in with Value
TXT Send to 079 0496 4140: Value <space> your message
Twitter Use #Value and #Q in your tweet
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25. When the best leader’s work is
done, the people will say:
“We did it ourselves”
Lao Tzu

26. Hugo Minney
PhD, Acc Prac SROI, M APM, PRINCE2
07786 961837
Hugo.Minney@TheSocialReturnCo.org