IT-CMF BAR

© Innovation Value Institute 2013
Benefits Management:
Revision of the BAR Critical Capability
and its potential influence on IT-CMF
Michael Porter
Head of Advisory Services, IVI

Agenda
1. The case for change
2. Work group agenda
3. Research and models considered
4. Process and results to date
5. Emergence of Business Value Management (E-BAR)
6. Next steps
Appendix:
• Current CBBs, Definitions, Practices
• Draft CBB Questionnaire
2

Both recalibration and expanded competencies needed
• Shift in emphasis
• From measurement /tracking/reporting to
driving business change
• Recalibrate maturity of business case
practices
• Highlight the full lifecycle of benefits
management
• Planning to Execution to Delivery /
Harvesting
• Move beyond financial valuation to
business value creation
• Business value requires deployment of both
tangible and intangible assets
• Research wider and more current
benefits realization resources
• Information Paradox. Cranfield Univ,
Gartner, Val IT, Fujitsu views
• Much recent work – OGC, APM, NHS,
Canadian & Australian govts, Durham Univ
• The importance of developing an
outcomes orientation
• Benefits are outcomes
• Makes benefits (aligned to business goals)
the drivers of business change
• Business change central to the
achievement of benefits
• Benefits come from change, not technology
• Enables benefits-led PPM
• Centrality of benefits mapping
• Drives business case and outcomes
measurement
• Drives priorities, identifies dependencies
• Shows the causal relationship between IT
initiative, the capability it delivers, the business
change required to deliver desired outcomes
and the realization of business benefits aligned
to strategic objectives
• Metrics typically emerge from the benefits
• Expand CBB practices
Adjustments Added dimensions
3

© Innovation Value Institute 2013 4
Category
Capability Building
Block
BV Language
BAR Templates &
Guidance
Benefits Assessment
Benefits Realisation
BV Tracking and
Reporting
Adoption and Impact
Decision Making
Benefits
Process
Benefits
Culture
Benefits
Planning
Planning
Harvesting
Benefits Modelling
and Assessment
Benefits Realisation
BV Tracking and
Reporting
Benefits
Process
Benefits
Lifecycle
Potential CBB RefinementsCurrent Definition
Execution
Expand
Scope
• End to end nature of BAR
• Emphasis on making Projects / Programs
benefits-led from the start
• With maturity, language should shift from
‘IT projects’ to ‘IT-enabled business change
investments’
• Post-Implementation Review is only the
beginning of Harvesting
Decision Making
Business Change
• Explicitly raise the importance of outcome
mapping / modelling capability
• Business change capabilities are central to
an organisation’s ability to deliver benefits
• Emphasis on need to develop an outcomes
orientation and a benefits focus
• Recalibrate the role of the business case;
it’s of lower order than its current
prominence
• Business case as lower maturity; value
case in higher maturity categories
Additions,
Refinements
Benefits
Culture
Refinements
Category
Capability Building
Block
Adoption and Impact
Proposed Additions/Changes
Initial view of areas of additional emphasis

End to end nature of BAR life cycle
• Goes well beyond both project and systems development life cycles - from concept to
retirement
Specify Critical
Business Goals
Qualify
Opportunity
Initial
Business Case
Vendor
Qualification
& Selection
Program
Initiation
Scope
Definition
Program
Execution
Go-Live &
Stabilisation
Pre-Project
Gateway
Review 1
Implementation
Gateway
Review 2
Gateway
Review 3
Gateway
Review 5
Post
Production
Support
Gateway
Review 4
Post-Project
Benefits-led
Scope Control
Change &
Benefits
Monitoring
Business-level Project Governance
Benefits / Value Management
Project / Program Management
Responsibilities:
Benefits /
Outcomes Map
& Benefits Plan
Benefits
Harvesting
Benefits
Reconciliation
Source: Based on Val-IT case study
5

The IT environment is shifting in ways that couldn’t have been
foreseen when the IT-CMF was originally architected
1. Organizations are taking an increasingly business-centric view of IT, with
the focus shifting from the “T” to the “I”
• Technology continues to contribute significantly to business value, but not in
and of itself – value comes from how the business uses technology
• The major contributor to business value from technology has become the
organizational change that technology both shapes and enables – the majority
of that change is in the business domain
2. Technology itself, both in terms of its capabilities, and how those
capabilities are delivered and used, is also changing at an ever-increasing
rate
 All this is giving rise to a fundamental rethinking of how IT is governed
and managed
6
IT-CMF itself needs to evolve to meet these new realities

Agenda
6. Next steps
Appendix:
7

BAR work group 2012/13
(L to R)
Michael Porter – IVI
Dr Colin Ashurst – Director of Learning & Teaching - Newcastle
University Business School (UK)
Catherine Crowley – BAR Research Lead, IVI
Jim Kenneally – Intel
John Thorp – Author, former Chair, Val IT Development Team &
Steering Committee (Canada)
Brian Fitzgerald – AIB Group (ret.)
8
(L to R)
Dr Joe Peppard – Professor, Author; Chair,
Information Systems at Cranfield School of
Management (UK)
Paul Lidbetter – Microsoft
David Trevitt – IVI

Work group agenda
• Fast-tracked post-Stage 4 improvements
• Initial meeting was a 2-day face-to-face workshop at NUIM (12-13 Nov 2012)
• BAR CC Workplan
• Phase 1 (mid Nov 2012 – Feb 2013)
• Research frameworks, methodologies
• Reframe CBBs – definitions, practices, maturity levels
• Draft a CBB-level maturity questionnaire for piloting
• Phase 2 (Mar – Jun 2013)
• Pilot CBB questionnaire
• Draft a full CC questionnaire
• Complete POMS
• TC Review
• Pilot Revised CC
• Emerging stage – establish enterprise BAR lens (Q3 2013)
9

Agenda
6. Next steps
Appendix:
10

BAR research references
Benefits realization research
• Foundational models
• Frameworks derived from /
informed by foundational models
• Examples in practice
• Benefits mapping approaches
• Full bibliography on IVI Wiki:
https://iviinnovation.pbworks.com/w/page/139
55909/BAR_TC_Review_Page
11
Key reference books

Foundational models
Information Paradox
ABMCranfield PMBM

Benefits realization frameworks
VAL-IT Gartner
Ashurst Competency Framework APMG

Benefits mapping approaches

Agenda
6. Next steps
Appendix:
15

Principles to guide development of BAR
1. Value mindset/culture - organizations will move beyond a culture of delivery to one
of value
2. Benefits come from change - benefits do not come from technology by itself, but
rather from the change that technology both shapes and enables
3. Benefits must be outcome related - benefits will be clearly stated, in terms of the
expected outcomes (or their contribution to those outcomes) and measurable
4. Metrics - relevant, appropriate and consistent metrics, will be defined and
monitored for benefits/outcomes, and for the change initiatives contributing to
them
5. Full Life Cycle - benefits will be actively managed through the full life cycle of an
investment decision
6. Accountability - there will be clear accountability for the realisation of benefits
7. One size does not fit all - Different categories of investments , assets, and
organizational contexts require different approaches (in terms of scalability and
adaptation)
8. Continuous learning & improvement - the use of BAR practices will be continually
monitored and improved based on lessons learned, and the current state of practice
10
DRAFT – For Discussion Only

Qualify
Opportunity
Initial
Business Case
Planning (Pre-Project)
Gateway
Review 1
Execution (Implementation)
Gateway
Review 2
Gateway
Review 3
Gateway
Review 5
Post
Production
Support
Harvesting (Post-Project)
BAR
PPM
Responsibilities:
Benefits
Harvesting
Benefits
Reconciliation
Value Creation Value SustainmentAdoption Retirement
Ideation
Specify Critical
Business Goals
Investment
Gateway
Review 4
Vendor
Qualification
& Selection
Go-Live &
Stabilisation
Evaluation
Program
Initiation
Scope
Definition
Program
Execution
Business
Case
Evaluation Prioritisation Selection Detailed Planning
Benefits-led
Scope Control
Change &
Benefits
Monitoring
Solution Delivery Implementation Business As Usual Retire
Benefits Life
Cycle (BLC)
Full Life
Cycle (FLC)
Identify & Structure
Benefits
Execute Benefits PlanPlan Benefits Realisation Review & Evaluate
Benefits
Potential for
Further Benefits
Cranfield
Process Model
of Benefits
Realisation
(PMBR)
Benefits
Map & Plan
Ashurst –
Organisational
Competencies
for Benefits
Realisation
Benefits Planning Benefits Delivery Benefits Exploitation
Benefits Review
Gartner 2005/
2011
Planning Execution Harvesting
Analyzing
Needs
Estimating
Activities
Estimating
Benefits
Prioritising
based on
benefits
Establishing
accountability
Developing
solution
Preparing
enterprise
Deploying
solution
Ensuring benefits
reaped
Learning harvesting
challenges &
opportunities
APMG –
Managing
Benefits
(Jenner)
Identify & Quantify Realise Review
Strategic &Business
Planning
Investment Appraisal &
PortfolioPrioritisation
Performance
Management Project &ProgrammeManagement Commercial &
Procurement Business as Usual
Value & Appraise Plan
Financial &
Mgt Acctg
SP
PPP ITG
Mapping frameworks at the Competency (CBB) level
17

Mapping frameworks at the Practice level

CBB Maturity CBB Practices
Revision of Capability Building Blocks (CBBs)
Category
BAR
Templates
& Guidance
Benefits
Assessment
Benefits
Realisation
BV Tracking
and
Reporting
Adoption
and Impact
Decision
Making
Benefits
Process
Benefits
Culture
Benefits
Planning
Current Definition
CBB
BV
Language
7
Identify & Structure Benefits
• P1-Identify strategic drivers
• P2-Analyse stakeholder expectations
• P3-Identify and define benefits
• P4-Establish benefit owners
Plan Benefits Realization
• P5-Identify benefits risk
• P6-Draft business case
• P7-Finalize metrics of benefits & change
• P8-Produce Benefits Plan
Benefits Planning
• L1-Initial Maturity
• L2-Basic Maturity
• L3-Intermediate Maturity
• L4-Advanced Maturity
• L5-Optimising Maturity
Benefits Planning CBB Definition:
The capability to identify, structure, measure,
and plan the interdependent outcomes and
business benefits of IT-enabled change
initiatives and to make explicit the means by
which they will be achieved
Draft Revised CBBs
Management
of Change
Benefits
Processes
Governances
Behavioral
Change
Roles and
Responsibilities
Benefits Planning
Benefits
Enablement
Benefits
Harvesting
Leadership
Common Purpose
Value Culture
Full Life Cycle
Relevant Metrics
Stakeholder
Engagement
Communication
Business Case
(Role)
Learning
Organization Practice Evolution,
Innovation, and
Sharing
Benefits Review
14
Category CBB

Benefits
Processes
Benefits
Planning
Benefits
Enablement
Benefits
Harvesting
4th Draft CBBs CBB
Maturity CBB Practices
Practice
Maturit
yCBB Definition
The capability to
identify, structure,
measure, and plan the
interdependent
outcomes and business
benefits of IT-enabled
change initiatives and to
make explicit the means
by which they will be
achieved
The ability to monitor
and execute the
program of
organizational change
necessary to realize all
of the benefits specified
in the benefits plan
Monitoring of the
achievement of planned
benefits and
organizational change
over the operational life
of an IT-enabled change
initiative
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• P1-Identify strategic drivers
• P2-Analyse stakeholder expectations
• P3-Identify, define benefits
• P4-Establish benefit interactions with Process, Stakeholder,
Technology, Organization
• P5-Identify & define costs
• P6-Establish shared business vision
• P7-Identify benefits risk
• P8-Structure and map benefits
• P9-Establish benefits / change register – define owners, metrics &
targets
• P10-Identify & record information for benefits / change tracking
• P11-Produce Benefits Plan for delivery of benefits & change
• P12-Prepare initial business case
Benefits-Driven Projects/Programs
• D1-Benefits driven project framework & team design
• D2-Adaptive project lifecycle
• D3-Business leadership and continuing stakeholder involvement
• D4-Specify changes to work and organizational design
• D5-Benefits driven project scope control
Benefits Plan Execution
• D6-Change outcome monitoring & tracking
• D7-Review progress against benefits plan targets
• D8-Update business case as required
• D9-Implement organizational changes
Harvest Monitoring
• H1-Harvesting team
• H2-Business accountability & ownership of continued benefits
harvesting
• H3-Post-implementation benefits and business case review
• H4-Formal harvesting audit and benefits report
Embedding Change
• H5-Evolve working practices to achieve benefits
• H6-Bake targeted benefits into budgets
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
20

BAR Capability Building Blocks - ORIGINAL
Category
Capability Building
Block
Description
BV Language
Adoption of business benefits metrics (BBMs) as common Business Value language
between business and IT to consistently capture business benefit. This is important for
alignment of objectives.
BAR Templates &
Guidance
Use of standard templates to ensure consistent and ‘objective’ benefits evaluation and
measurement. This is important for comparability of investments in prioritization
decisions and organization-wide consistent value reporting.
Benefits
Assessment
Capability to support benefits forecasts with reliable business value data. Includes a
capability for recalculation of intangibles, benefit risks and option values.
Benefits
Realization
Capability to identify benefits dependencies and assign clear accountabilities for value
realization, measurement and reporting.
BV Tracking and
Reporting
Capability to measure benefits over lifecycle of investment, review results and adjust if
required within dynamics of business environment.
Adoption and
Impact
Degree to which organization is adopting standard BAR process and uses BAR data in
other processes, e.g. budgeting and portfolio management
Decision Making
Degree to which business value results are used in the investment decision making. At
high maturity, investment decisions are based on solid business cases.
Benefits
Process
Benefits
Culture
Benefits
Planning

Revised BAR Capability Building Blocks – DRAFT (1 of 2)
Capability
Building Block Description
Common Purpose
The ability to create a clearly defined, shared and internalized understanding and acceptance
of the mission/mandate of an organization, its vision, where all individuals and their personal
goals are unified around the values/beliefs, principles and goals that guide realization of
business value from IT enabled change.
Value Culture
The ability to create an environment where the culture is focused on creating and sustaining
value from an organization’s investments and assets, with a shared understanding of and
belief in what constitutes value for the organization.
Governances
Leadership
Category
The identification, definition and use of a limited number of relevant role-based metrics that
enable monitoring and active management of benefits over the full life cycle of an
investment, to ensure that benefits (and resulting value) are created and sustained
Relevant Metrics
The active and effective use of the Business Case as a key management tool through the full
life cycle of an investment decision, to ensure that benefits (and resulting value) are created
and sustained
The capability to clearly define authority, roles, responsibilities and accountability for
decisions relating to the identification of opportunities and their potential benefits, the
development of the Business Case, the initial investment decision, and ongoing management
of change delivery, utilization and exploitation of resultant assets, realization of benefits
The ability to put governance processes in place across the full life cycle of an investment
decision, from the initial concept/idea through to the eventual retirement of the assets
resulting from the investment
Business Case (Role)
Roles and
Responsibilities
Full Life Cycle

Revised BAR Capability Building Blocks – DRAFT (2 of 2)
Capability
Building Block Description
Benefits Planning
The capability to identify, structure, measure, and plan the interdependent outcomes and
business benefits of IT-enabled change initiatives and to make explicit the means by which
they will be achieved
Benefits Enablement Execution oversight of the program for organizational change necessary to realize all of the
benefits specified in the benefits plan
Management
of Change
Benefits
Processes
Category
The ability to assess project success based on the benefits and change delivered and to
embed benefits thinking into broader investment decision makingBenefits Review
Effective stakeholder engagement including: identifying all relevant stakeholders,
understanding their role in the change , their current level of influence over its success, the
impact the change will have on them, their current attitude to the change and its impacts,
and the ability to match an appropriate engagement approach to the change management
situation
The ability to communicate clear messages, customized to target and secure commitment
from each stakeholder, suitably designed in terms of format, content, medium and
timing/frequency
The ability to address the common challenges in ensuring that stakeholders accept the
need for behavioral changes in order to achieve business benefits , are equipped to change
(i.e., possess the required knowledge, skills, resources and motivation to personally change
behavior in the desired manner), to ensure that the new behaviors are sustained over time
Stakeholder
Engagement
Communication
Behavioral Change
Benefits Harvesting Management of the achievement of planned benefits and organizational change over the
operational life of an IT-enabled change initiative
Learning
Organization New practices contributing to benefits realization are identified, trialled and adopted
alongside effective usage and evolution of current practices; these practices are shared across
the organisation and there is support / advice to enabled effective and skilled adoption.
Practice Evolution,
Innovation, and
Sharing

Management
of Change
Benefits
Processes
Governances
Behavioural
Change
Roles and
Responsibilities
Benefits Planning
Benefits
Enablement
Benefits
Harvesting
Leadership
Common Purpose
Value Culture
Full Life Cycle
Relevant Metrics
Stakeholder
Engagement
Communication
Draft CBBs Question L1 Maturity
Business Case
(Role)
Learning
Organization Practice
Evolution,
Innovation, and
Sharing
Benefits Review
L2 Maturity L3 Maturity L4 Maturity L5 Maturity
Exec CC Assessment – Draft CBB Questionnaire
24

Revised BAR Overview – DRAFT
Definition
• Incorporates systematic, objective and consistent
organizational approaches to:
– Clear Identification - Valuation
– Realization Planning - Enablement
– Measurement - Harvesting
– Tracking & reporting
… of the benefits and resulting value from IT enabled investments.
• Leadership capabilities communicating IT direction and
business value culture orientation, focusing attention on the
required behavioural change and also fostering an ethos of
continuous learning & improvement
• A Value culture in which Management maximizes contribution
of IT towards achieving business goals
• Identification, development and evaluation of strategic
options (refer to Strategic Planning)
• Tracking and controlling direct and indirect costs (refer to
Total Cost of Ownership)
• Execution of projects within their set parameters (refer to
Portfolio Management, Program and Project Management)
• Prioritization and selection of the investment portfolio (refer
to Portfolio Planning and Prioritization)
What’s out of scope
Stage 4:
Establishing a common language, measurement and
valuation approach for stakeholders to express the
potential, and document the actual business value and
benefits realized from IT enabled investments.
Revised:
Embedding benefits management practices throughout
the full life cycle of an investment decision, including
managing the cultural and behavioural change that
technology both shapes and enables, such that benefits
are actively managed, and value is created and sustained
both from investments in IT-enabled change, and from
ongoing operation of the resulting assets.
• Organizational target
• Usually a step in company strategy
• Overriding business value gains
• Created to support business
objectives
• Outcome of IT enabled change
investment
• Delivered to stakeholders
• Contribute to business value delivery
Objectives
Business Value
Business Benefits
Calculate
Calculate
Defines
Defines
What’s in scope

Agenda
6. Next steps
Appendix:
26

Reconfiguring BAR suggests a constructive evolution of the
IT-CMF to increase its focus on Business Value
• Pervasiveness of benefits activities and the influence of BAR across the IT-
CMF
• BAR not just a key Critical Capability (CC)
• Benefits & Value are emerging as a culture, a mind-set and a presence in several
other CCs
• All best reflected in a broader, business-centric view of BAR – a “Meta CC”
(initially referred to as “Big BAR” or E-BAR)
• Other “Meta CCs” also likely to emerge (e.g. Relationship Management,
Information, Governance)
• Evolving relationship between IT and Business requires new lenses through
which to view IT’s role in Value Innovation
17
E-BAR is a “leading indicator” for the
broader evolution / re-configuration of IT-CMF

BIG BAR
BAR
Qualify
Opportunity
Initial
Business Case
Planning (Pre-Project)
Gateway
Review 1
Execution (Implementation)
Gateway
Review 2
Gateway
Review 3
Post
Production
Support
Harvesting (Post-Project)
BAR
PPM
Responsibilities:
Benefits
Harvesting
Benefits
Reconciliation
Value Creation Value SustainmentAdoption Retirement
Ideation
Specify Critical
Business Goals
Investment
Gateway
Review 4
Go-Live &
Stabilisation
(Benefits)
Evaluation
Program
Initiation
Scope
Definition
Program
Execution
Business
Case
(Portfolio)
Evaluation
Prioriti-
sation
Selec-
tion
Detailed
Planning
Benefits-led
Scope
Control
Change &
Benefits
Monitoring
Solution
Delivery Implementation Business As Usual Retire
Benefits
Life Cycle
(BLC)
Full Life
Cycle
(FLC)
Identify & Structure Benefits Execute Benefits PlanPlan Benefits
Realisation
Review & Evaluate
Benefits
Potential for
Further BenefitsCranfield
Process
Model of
Benefits
Realisation
(PMBR)
Benefits
Map & Plan
Ashurst –
Organisational
Competencies
for Benefits
Realisation
Benefits Planning Benefits Delivery Benefits Exploitation
Benefits Review
SP
PPP
SRC
Establish portfolio-based
evaluation criteria
Benefits-driven
project appraisal
Identify actions to
realize further benefits
Facilitate lessons learned
reviews
Complete architectural
roadmap review
Identifystrategic
drivers
Analysestakeholder
expectations
Identifyanddefine
benefits
Estabbenefit/
processinteractions
Estabbenefit/
stakeholderinteractions
Estaborganization/
benefitsinteractions
Estabtechnology/
benefitsinteractions
Planbenefits
realization
Designaframework
forbusinesschange
governance
Benefits-driven
riskassessment
Estabanadaptive
projectlife-cycle
Activelyleadthe
businesschange
Ensurecontinuing
activeinvolvementof
stakeholders
Specifychangesto
workandorgdesign
Makebenefits-
driventrade-offs
Ensurebenefits-
drivenriskmgt
Implementorg
changes
Benefits-driven
training&education
Ensureownershipof
continuedbenefits
exploitation
Maintainbenefits-
driventraining
Evolveworking
practices
Analysedrivers;
determineinvestment
objectives
Identifybenefitsresulting
fromobjectives&how
measured
Establish
benefitowners
Identifychanges
required&stakeholder
implications
Producefirstcut
businesscase
Finalize
measurementsof
benefits&changes
Obtainstakeholder
agreementto
responsibilities&
accountabilities
Producebenefitsplan
andinvestmentcase
Manage the
change programs
Review progress
against
benefits plan
Formallyassess
benefitsachieved
Initiateactiontogain
outstandingbenefits
Identifylessonsfor
otherprojects
Identifyadditionalbusiness
changeimprovements&
initiateaction
Identifyadditional
benefitsfrom
furtherITinvestment
Selection Vendor
Qual
SRP TCO
SRPPMPM
SRPSD
SD
BAR-
Change
Multiple
CCs
PPMPPM
PPM SDPPMSUMSUM
SUM
ITG
Gateway
Review 5
PM PM
SRPEAM
BLC/FLC reflect BAR through an IT-CMF/enterprise lens
Cranfield/Ashurst models more aligned with BAR CC

Adoption & Impact
Getting the
Benefits
Governance
Value Mindset & Language
Decision making
Benefits Review, Practice Evolution
Role of Business Case
Roles and Responsibilities
(Ideation/Capture/Triage)
Benefits Planning
Benefits Enablement
Benefits Harvesting
Leadership
RACI Charts
Common Purpose
Value Culture
Full Life Cycle
Performance Management
Four Ps of change
Doing the Right
Things
Structures
Mission/Mandate, Vision, Values/Principles,
Strategy, Strategic Objectives
Solution Delivery, Service Delivery & Benefits
Delivery metrics – both lead & lag
Portfolio Management
Evaluation Criteria
Doing them the
Right Way
Investment Management
Management of Change
Program Definition/Design
Behavioral Change, Stakeholder
Engagement & Communication
Doing them
Well
Program Management
Project Management
Organizational
Learning
Benefits Tracking &
Reporting –
Four “Ares”
Benefits Register
Benefits Mapping
Service & Operations Management
Enterprise Architecture
Asset Management
Toolkit
Items covered by BAR CC
Items partially covered by current IT-
CMF CBBs
Legend
Items fully covered by current IT-CMF
CBBs
Items not materially covered by
current IT-CMF CBBs
Some preliminary thoughts on how E-BAR could be configured

ARE WE DOING
THE RIGHT
THINGS?
ARE WE DOING
THEM THE
RIGHT WAY?
ARE WE
GETTING THE
BENEFITS?
ARE WE
GETTING THEM
DONE WELL?
ARE WE DOING THE
RIGHT THINGS?
The strategic
question
ARE WE DOING
THEM THE RIGHT
WAY?
The architecture
question
ARE WE GETTING
THEM DONE WELL?
The delivery
question
ARE WE GETTING
THE BENEFITS?
The value question
Board, CEO &
Executive
Team
LOB
Management
IT
Management
Accountability Focus Processes
• Value Governance
• Investment
evaluation,
selection &
oversight
• Value
Optimization
across
investments
• Benefits
Realization for
individual
investments
• Business change
• Delivery of new/
improved
business
capabilities/
processes
• Technology
change
• Delivery of new/
improved
technology
capabilities/
services
Portfolio
Management
Program
Management
Project
Management
©2012 The Thorp Network Inc.

Agenda
6. Next steps
Appendix:
31

Next Steps for BAR CC
• Pilot the high-level CBB Questionnaire – seeking participants
• Finalize CBBs, CBB definitions, practices
• Draft and pilot new BAR CC Questionnaire
• Draft and finalize POMS
32

Agenda
6. Next steps
Appendix:
33

Common
Purpose
Value
Culture
The ability to create a clearly
defined, shared and internalized
understanding and acceptance of
the mission/mandate of an
organization, its vision, where all
individuals and their personal
goals are unified around the
values/beliefs, principles and
goals that guide realization of
business value from IT enabled
change.
The ability to create an
environment where the culture is
focused on creating and sustaining
value from an organization’s
investments and assets , with a
shared understanding of, and
belief in what constitutes value for
the organization.
• L1-
5
• L5
• L4
• L3
• L2
• L1
• P1 Define mission/mandate, values/beliefs, vision and principles
• P2 Lead by communicating (NOT by memo) and sharing
• P3 Engage continually (with stakeholders) to confirm and institutionalize
understanding & acceptance
• P4 Promote & reinforce (“walk the talk”) the “Working Together as One”
ethos (the “common” feeling, the shared experience of the team)
• P5 Recognise, reward & celebrate
• P6 Monitor, review and improve
• P1 Define what constitutes value (using some combination of “triple
bottom line” [economic/financial – profit, social – people, and
ecological/environmental – planet] and Porritt’s “five capitals model”
[Financial, Social, Human, Natural, & Manufactured Capital – in public
sector I might add Political]), and how it will be measured
• P2 Develop a common (value) language
• P3 Lead by communicating (NOT by memo) and sharing
• P4 Embed in governance and management processes
• P5 Align the reward system
• P6 Reinforce (“walk the talk”) leading by example so as to institutionalize
the (laser) focus on value (such that it becomes it embedded in the
culture (“the way we do things round here” - unspoken norms of
behaviour, role models, symbols, artefacts, stories and rituals)
• P7 Monitor, review and adjust/improve
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
Leadership
4th Draft CBBs CBB
Maturity CBB Practices Practice
MaturityCBB Definition
34

Governances
Business
Case
(Role)
Roles
and
Responsi
bilities
Relevant
Metrics
The active and effective use of the
Business Case as a key management tool
through the full life cycle of an investment
decision, to ensure that benefits (and
resulting value) are created and
sustained.
The capability to clearly define authority,
roles, responsibilities and accountability
for decisions relating to the identification
of opportunities and their potential
benefits, the development of the Business
Case, the initial investment decision, and
ongoing management of all activity
9including change delivery, utilisation and
exploitation of resultant assets,
realisation of benefits) throughout the full
life cycle of an investment decision.
The identification, definition and use of a
limited number of relevant role-
based metrics that enable monitoring
and active management of benefits over
the full life cycle of an investment, to
ensure that benefits (and resulting value)
are created and sustained.
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• P1 Define and communicate role of business case throughout FLC
• P2 Define and communicate content req’ts – scope and level of
detail (at different stages of FLC)
• P3 Create standard business case template(s)
• P4 Establish approval/sign off req’ts
• P5 Actively promote the use of the business case as a management
and governance tool, utilised and updated at each stage of the
investment lifecycle
• P1 Define Roles
• P2 Define processes, practices & activities
• P3 Map roles to activities, identifying those Responsible,
Accountable, Consulted, or informed (RACI)
• P4 Support each Governance role with suitable training &
accreditation
• P5 Integrate Governance roles with the organisation’s official roles
and job specifications
• P6 Communicate expectations (based on RACI)
• P7 Monitor, review and adjust as necessary
• P1 Lead and Lag Metrics
• P2 Delivery metrics
• P3 Adoption Metrics
• P4 Service Metrics
• P5 Value Metrics (including Benefits ($ and non-$), cost (business
and IT) and risk (delivery, adoption, service and benefits)
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
Full Life
Cycle
How governance processes, incorporating
benefits realization management
practices, and supporting (decision-
making) bodies, with clearly defined roles
& responsibilities, relevant and
transparent metrics, and supporting tools
are in place across the full life cycle of an
investment decision, from the initial
concept/idea through to the eventual
retirement of the assets resulting from
the investment
• L5
• L4
• L3
• L2
• L1
• P1 Define/reflect “Full Lifecycle” in the Governance Framework (i.e.
the org should take the trouble to highlight that value governance
stuff will actually happen at each stage across the lifecycle ).
• P2 Identify integration/alignment points with other Governance
activities e.g. Enterprise/Corporate, Financial, Compliance,
Performance etc. (ref J Peppard)
• P3 Integration of investment and asset management
• P4 Embedding of benefits management practices
• P5
• L5
• L4
• L3
• L2
• L1
4th Draft CBBs CBB
35

Benefits
Processes
Benefits
Planning
Benefits
Enablement
Benefits
Harvesting
4th Draft CBBs CBB
Maturity CBB Practices
Practice
Maturit
yCBB Definition
The capability to identify, structure,
measure, and plan the
interdependent outcomes and
business benefits of IT-enabled
change initiatives and to make explicit
the means by which they will be
achieved
Execution oversight of the program
for organizational change necessary
to realize all of the benefits specified
in the benefits plan
Management of the achievement of
planned benefits and organizational
change over the operational life of an
IT-enabled change initiative
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• P1-Identify strategic drivers VG1.1, 1.3 – 5, PM1.1 - 4
• P2-Analyse stakeholder expectations IM2.1
• P3-Identify, define benefits IM2.1
• P4-Establish benefit interactions with Process, Stakeholder, Technology,
Organization IM2.1
• P5-Identify & define costs IM4.1
• P6-Establish shared business vision PM1.1
• P7-Identify benefits risk IM2.1
• P8-Structure and map benefits IM2.1
• P9-Establish benefits / change register – define owners, metrics & targets
VG5, IM5. - 2
• P10-Identify & record information for benefits / change tracking VG5
• P11-Produce Benefits Plan for delivery of benefits & change IM4.2
• P12-Prepare initial business case IM1.2
Benefits-Driven Projects/Programs
• D1-Benefits driven project framework & team design VG2.5 – 6, PM4.4,
IM6.1
• D2-Adaptive project lifecycle IM6.2
• D3-Business leadership and continuing stakeholder involvement VG2.5 –
6, IM5.2
• D4-Specify changes to work and organizational design IM2.1, 3.1
• D5-Benefits driven project scope control IM6.2
Benefits Plan Execution
• D6-Change outcome monitoring & tracking IM9
• D7-Review progress against benefits plan targets IM6.3
• D8-Update business case as required IM5.1, IM8
• D9-Implement organizational changes IM6.2
Harvest Monitoring
• H1-Harvesting team IM6.1
• H2-Business accountability & ownership of continued benefits harvesting
VG1.2, IM5.2
• H3-Post-implementation benefits and business case review IM9.2 - 3
• H4-Formal harvesting audit and benefits report IM9
Embedding Change
• H5-Evolve working practices to achieve benefits IM9.2 – 3, IM6.2
• H6-Bake targeted benefits into budgets VG4
• L
5
• L
4
• L
3
• L
2
• L
1
• L
5
• L
4
• L
3
• L
2
• L
1
• L
5
• L
4
• L
3
• L
2
• L
1
36

Behavioural
Change
Stakeholder
Engagement
The ability to address the common
challenges in ensuring that
stakeholders accept the need for
Behavioural changes in order to
achieve business benefits , are
equipped to change i.e., possess
the required knowledge, skills,
resources and motivation to
personally change behaviour in the
desired manner, and ensuring that
the new behaviours are sustained
over time.
Effective stakeholder engagement
including: identifying all relevant
stakeholders, understanding their
role in the change , their current
level of influence over its success,
the impact the change will have on
them, their current attitude to the
change and its impacts, and the
ability to match an appropriate
engagement approach to the
change management situation.
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L1. No formal Benefits plan, or limited clarity about the desired outcomes. No discussion
or even understanding of what needs to change to achieve those outcomes.
• L2. Benefits Plan describes the process(without a link to behaviour) change needed to
achieve the outcome. Benefits ownership is vaguely defined or unclear, with no
individual ownership or accountability
• defined at a collective level at best without formal commitment to deliver
• L3. Benefits Plans are explicitly linked to required behavioural change on the part of
individual owners and their delegates. However, formal tracking of behaviour change
(leading to benefits realisation) is not undertaken, and supporting measures such as
education and skills training are not in place.
• L4. Benefits Ownership is formally accepted, detailed behavioural changes formally
delegated where appropriate, and linked to personal performance objectives and
reviews. Suitable education & skills training programmes in place. Benefits status is
tracked and correlated with measurement of expected behavioural change
• L5. Behavioural Change is formally measured and analysed, and sustained by regularly
improving/refreshing supporting processes and incentivising measures. Enterprise Value
(as a mindset and as an aggregate of planned & actual benefits in the portfolio) is
correlated with observed levels of organisational behaviour change. Both are
benchmarked externally as part of an overall continuous improvement policy.
• L1. The Project/Programme plan contains a partial list, if any of relevant stakeholders,
without specific reference to their roles in Benefits Realisation, the impact of any changes
on them, or the actions required to engage them
• L2 The list of stakeholders has been analysed and correlated to the planned benefits
realisation activity. Stakeholder impact analysis has been carried out at a high level, if at
all . No Engagement Strategy has been drawn up in the context of Benefits Realisation
• L3. Stakeholder Engagement is a recognisable workstream in the Project/Benefits Plan.
Outline engagement plans are in place, but these are not formally reviewed at Governance
level.
• L4 A detailed Stakeholder Engagement Plan is formally adopted and included in the Value
Governance framework. For each Stakeholder or Group, It includes impact analysis,
required response (RACI-based) and a customised engagement strategy to ensure that all
stakeholders are engaged to respond in the required manner
• L5. Stakeholder Engagement is a routine element of all Benefits plans. In addition to
having formal, detailed analyses of impacts of change on stakeholders and the associated
engagement plans, programme change agents and their managers are trained to
understand how people respond to change (i.e. at an emotional level), how best to
address Resistance to Change
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
Managemen
t of Change
4th Draft CBBs CBB
Maturity CBB Maturity Practice
Communica
tion
The ability to communicate clear
messages, customized to target and
secure commitment from each
stakeholder, suitably designed in
terms of format, content, medium
and timing/frequency.
• L5
• L4
• L3
• L2
• L1
• L1 Communication limited to standard Project Management and
Oversight reporting. No recognition of the need to address the People
Aspects of Change
• L2 General Vision for the Programme and its business benefits is
broadcast at programme launch. Focuses on goals, tasks, targets and
deadlines, but not on how individual behaviour change is linked to
specific benefits realisation
• L3 There is a Communications plan with interventions customised (in
terms of medium, format, content and timing) for target stakeholders.
• L4 The Communications Plan is explicitly tied into the Benefits Plan (and
its individual benefits). The Communications Plan is two-way,
incorporating individual feedback and general reporting to allow it to be
monitored, reviewed and escalated at Governance levels.
• L5 Communication is considered a critical part of the Realisation,
Management and Governance of Business Benefits. It is recognised and
fully supported as a critical skill of accredited change managers for all
forms of leadership interactions, ranging from Information, Education
and Participation to Negotiation and Enforcement.
• L5
• L4
• L3
• L2
• L1
37

Practice
evolution,
innovation
and
Sharing
New practices contributing to
benefits realisation are
identified, trialled and adopted
alongside effective usage and
evolution of current practices.
Practices are shared across the
organisation and there is support
/ advice to enabled effective and
skilled adoption.
• L5
• L4
• L3
• L2
• L1
• P1: Benefits reviews at key project milestones, post project and
during the lifetime of the service identify new and improved
practices.
• P2: A clear project lifecycle is established to provide a framework for
the adoption and development of practices
• P3: Clear ownership for the project framework and sharing of
practices is identified.
• P4: Adoption of a toolkit / practices / patterns approach to capturing
and sharing knowledge – e.g. as a result of a benefits review.
• P5: Links with external groups / bodies are encouraged as a way of
gaining insight into new opportunities and new practices.
• P6: Project teams and ‘special interest groups’ have brown bag
sessions to share / develop experience in a specific area.
• P7: There is clear leadership for the capability improvement
programme including the adoption of new practices
• P8: Support is available (e.g. fro more experience staff) when trying
to use a practice- this might be at a basic or advance level.
• P9: An Internet repository and associated community champions
sharing and adoption of practices.
• P10: core courses are available that introduce the project and
benefits framework
• P11: Reward and recognition reflects practice evolution, sharing ,
innovation and adoption.
• P12: Project deliverables are used as rich templates for capturing and
sharing good practices.
• P13: Responsibilities for sharing / adopting practices are clear at
project, programme and organisational level.
• P14: Team formation is used as a an opportunity to share practices
as people move from project to project.
• L5
• L4
• L3
• L2
• L1
Benefits
Review
The ability to assess project
success based on the benefits
and change delivered
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
4th Draft CBBs CBB
Learning
Organization
Embedding Benefits Realization into broader Portfolio Planning
• R1-Benefits-driven portfolio appraisal (PPP) VG3, PM5 – 6, IM7.1
• R2-Complete architectural review (EAM, TIM)
Iterative Benefits Review IM9
• R3-Review benefits and change achieved/not achieved
• R4-Identify additional benefits
• R5-Facilitate lessons learned review
38

Q #
CBB
Category
CBB Question 1 2 3 4 5
1
Commonpurpose
To what extent does the leadership create an
environment where everyone understands the
purpose, direction and values of the
organization, as well as the purpose of
investments in IT-enabled change, and their
part in that change?
Limited awareness with little formal
communication
Little formal communication, achieving
limited awareness with a focus on local
priorities, expressed in local, specialised
terminology and language BF
Some understanding based largely on incomplete one-way
communication (talking a “good story”)
Wider understanding based on engagement at
management levels
Wider understanding based on engagement
at management levels, with IT and business
managers using common language to
express to each other their understanding of
the overall mission, values and beliefs
Broad understanding and growing commitment
based on inclusive and on-going engagement
with all staff at all levels, within both IT and
Business communities
Internalization and commitment (working as “one”)
based on on-going reinforcement (“walking the talk”)
2
ValueCulture
To what extent has the organization evolved
from focusing on technology to creating and
sustaining value from the business change
that technology both shapes and enables?
Focus is on the technology as a cost to be
minimized.
Awareness that technology shapes and enables business change,
which contributes business value.
Understanding of the role of effective
enterprise governance in managing a portfolio
of investments in business change such that
their expected contribution to business value
is optimized.
Full and visible commitment to the governance
discipline required to ensure that investments
in business change contribute to business
value, including alignment of the incentive
system.
Continual reinforcement of a corporate culture of
business value.
3
FullLifeCycle
To what extent are benefits management
capabilities embedded throughout the full life
cycle of an investment from initial planning to
asset retirement?
Focus is on technology delivery - no formal
benefits management processes are applied
Benefits planning capabilities are applied to some investments,
but there is a lack of consistency
Benefits planning and delivery capabilities are
consistently applied to all investments
Benefits planning, delivery and harvesting
capabilities are embedded throughout the full
life cycle of an investment decision for all
investments
Business cases are reviewed, updated and re-evaluated
throughout the full life cycle of a investment
4
BusinessCase
(Role)
To what extent, and how effectively are
business cases used to create and sustain
business value?
No formal process exists to justify investment
using business cases
Business cases are ad hoc, largely focused on cost, and used on
a project-by-project basis to secure funding
Business cases are required for all major
investments and have some linkage to
business value
Business cases are required for all
investments and include benefits realization
plans, but are not updated after approval
Business cases are reviewed, updated and re-evaluated
throughout the full life cycle of a investment
5
Rolesandresponsibilities
How clearly defined are the accountabilities
related to the realization of value from IT-
enabled investments?
The IT function is accountable for the delivery
of IT capabilities and maintaining continuity
of IT services. No accountability is established
for benefits realization
The IT function is accountable for delivering IT capabilities and
services as agreed with the business. Some individuals take
responsibility for benefits realization without commitment from
the business
IT and the business share accountability for
implementing IT-enabled change. There is
increasing focus on benefits but individual
roles and responsibilities are unclear
Accountabilities for optimizing benefits from
individual investments are clearly assigned,
accepted and monitored
Accountability for maximizing the value from the
investment portfolio is clearly assigned, accepted and
monitored
6
RelevantMetrics
To what extent are metrics related to the
realization of value from IT-enabled
investments clearly defined and broadly used
?
Some simple financial metrics exist and are
applied on an individual basis. No consistent
or effective tracking of benefits.
More sophisticated financial metrics exist, but are not applied
consistently. No consistent or effective tracking of benefits.
Benefits are tracked for all individual
investments using basic measures of
alignment, financial value and risk
Robust “lead” and “lag” metrics of alignment,
financial and non-financial value and risk are
established at the individual investment and
portfolio level
Robust metrics of alignment, financial and non-financial
value and risk are established, reviewed and adjusted
across the full life cycle of individual investments, and
for all portfolios
Maturity Levels
LeadershipGovernanceDRAFT-Revised BAR CBB-level maturity / questionnaire

Q #
CBB
Category
CBB Question 1 2 3 4 5
7
BenefitsPlanning
To what extent are processes established that
plan the performance of both individual
programs and the overall portfolio to optimize
benefits and maximize value ?
No formal planning process exists for IT-
enabled change initiatives; if used, business
cases are ad hoc and inconsistent
Acknowledgment of the need to plan for major IT-enabled
business investments & IT services; business cases are required
for major investments, but focus is less on value and more on
technology delivery cost, ignoring both the lifetime operational
and support costs, and the costs of business change required to
meanifully use the technology to deliver benefits.
Where present the discussion on value is limited to
unsubstantiated financial benefits, and/or non-financial
benefits without specifying their contribution to value.
Approval confined to narrow financial criteria
Processes are defined and documented;
processes explicitly account for business
changes required to achieve targeted business
benefits; business cases are required for all
investments and include benefits realization
plans, benefits maps, with benefits and risk
registers; IT & business share accountability
for benefits realization, but roles &
responsibilities are unclear
Processes are standardized with enterprise
planning systems. business cases are
reviewed, updated and re-evaluated
throughout the life of IT-enabled change
initiatives, and the appropriate decisions are
made to continue, change or cancel
Processes continually re-evaluate the performance of
both individual programs and the overall portfolio to
optimize benefits and maximize value
8
BenefitsEnablement
To what extent are all the necessary business
and technology capabilities required to enable
benefits identified and delivered ?
Focus is on deliverables – on time, to budget,
to specification - rather than benefits
Focus is evolving to include benefits but is predominantly on end-
outcomes
Projects framed as benefits-driven; benefits
plan incorporated into project plan; team
design takes benefits delivery ownership/roles
(IT & Business) into consideration;
intermediate outcomes on benefits maps are
tracked and controlled
Scope (management) of project delivery is on
achievement of benefits and outcomes rather
than technology delivery; benefits
management, monitoring and communicating
performance, and taking appropriate remedial
action
The IT and business commmunity collaborate to ensure
the BAR Plan execution and the delivery of final benefits
from investments.
9
Benefits
Harvesting
To what extent is there active oversight and
management of benefits delivery over the
operational life, in the context of both
individual projects and the overall portfolio?
Managing of benefits harvesting is ad hoc or
non-existent
Post-implementation reviews takes place but benefits are
overlooked
Benefits harvesting stage gates are enacted
and reviewed throughout the life cycle;
harvesting teams established to monitor and
drive harvesting ; benefits targets baked into
budgets;
Benefits targets integrated into overall
organizational performance
Oversight of benefits delivery is done in the context of
the overall portfolio
10
BehaviouralChange
To what extent is the behavioural change
required to ensure full benefits realization
understood, managed and incentivised?
No formal Benefits plan, or limited clarity
about the desired outc
Benefits Plan describes the process(without a link to behaviour)
change needed to achieve the outcome. Benefits ownership is
vaguely defined or unclear, with no individual ownership or
accountability defined at a collective level at best without formal
commitment to deliver
Benefits Plans are explicitly linked to required
behavioural change on the part of individual
owners and their delegates. However, formal
tracking of behaviour change (leading to
benefits realisation) is not undertaken, and
supporting measures such as education and
skills training are not in place.
Benefits Ownership is formally accepted,
detailed behavioural changes formally
delegated where appropriate, and linked to
personal performance objectives and reviews.
Suitable education & skills training
programmes in place. Benefits status is
tracked and correlated with measurement of
expected behavioural change
Behavioural Change is formally measured and analysed,
and sustained by regularly improving/refreshing
supporting processes and incentivising measures.
Enterprise Value (as a mindset and as an aggregate of
planned & actual benefits in the portfolio) is correlated
with observed levels of organisational behaviour
change. Both are benchmarked externally as part of an
overall continuous improvement policy.
11
StakeholderEngagement
To what extent does the organization identify
relevant stakeholders, understand their role in
the succesful delivery of business benefits,
and actively engage with them to ensure that
success?
The Project/Programme plan contains a
partial list, if any of relevant stakeholders,
without specific reference to their roles in
Benefits Realisation, the impact of any
changes on them, or the actions required to
engage them
The list of stakeholders has been analysed and correlated to the
planned benefits realisation activity. Stakeholder impact
analysis has been carried out at a high level, if at all . No
Engagement Strategy has been drawn up in the context of Benefits
Realisation
Stakeholder Engagement is a recognisable
workstream in the Project/Benefits Plan.
Outline engagement plans are in place, but
these are not formally reviewed at Governance
level.
A detailed Stakeholder Engagement Plan is
formally adopted and included in the Value
Governance framework. For each Stakeholder
or Group, It includes impact analysis, required
response (RACI-based) and a customised
engagement strategy to ensure that all
stakeholders are engaged to respond in the
required manner
Stakeholder Engagement is a routine element of all
Benefits plans. In addition to having formal, detailed
analyses of impacts of change on stakeholders and the
associated engagement plans, programme change
agents and their managers are trained to understand
how people respond to change (i.e. at an emotional
level), how best to address Resistance to Change
12
Communication
To what extent is communication managed for
the realisation, management and governance
of business benefits?
Communication limited to standard Project
Management and Oversight reporting. No
recognition of the need to address the People
Aspects of Change
General Vision for the Programme and its business benefits is
broadcast at programme launch. Focuses on goals, tasks,
targets and deadlines, but not on how individual behaviour
change is linked to specific benefits realisation
There is a Communications plan with
interventions customised (in terms of medium,
format, content and timing) for target
stakeholders.
The Communications Plan is explicitly tied
into the Benefits Plan (and its individual
benefits). The Communications Plan is two-
way, incorporating individual feedback and
general reporting to allow it to be monitored,
reviewed and escalated at Governance levels.
Communication is considered a critical part of the
Realisation, Management and Governance of Business
Benefits. It is recognised and fully supported as a
critical skill of accredited change managers for all forms
of leadership interactions, ranging from Information,
Education and Participation to Negotiation and
Enforcement.
13
BenefitsReview
Is benefits thinking embedded into the broader
investment decision making and project
success assessed based on the benefits and
change achieved?
No attempt is made to ensure a benefits
mindset when considering investments
Benefits are reviewed in the cointext of determining if the
proposed change has been achieved/not achieved
Lessons learned reviews are facilitated with a
focus on benefits
Architectural reviews are completed to
determine potential benefits
There are formal benefits-driven portfolio
appraisal reviews
Identify additional benefits
Iterative Benefits reviews occur across the investment
lifecycle.
14
Practiceevolution,
innovationandsharing
How are Learning and innovation practices
promoted and shared in the organization ?
Any sharing, innovation or evolution of
specific benefit practices happens in an ad
hoc manner
Sharing innovation or evolution of specific benefits practices are
established but are largely informal and confined to IT
Some education and training is available
A clear & comprehensive lifecycle framework
is consistently used by both IT & the business
and supported by comprehensive
education/training programmes and relevant
specialists & tools enabling adoption and
development of practices
There is a leadership focus on championing of
learning, sharing and innovation in the
evolution of benefits practice for both
individuals and teams
Learning and innovation are formally embedded in the
use and onward development of all benefits practices
Learning
Organization
Maturity Levels
BenefitsProcess
ManagementofChange

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41

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