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Steve Jenner. Managing Benefits; the new guidance and certification scheme from APMG-International
The document outlines the new guidance and certification scheme for managing benefits developed by APMG International, aimed at addressing significant issues in the success rates of change initiatives and government projects. It emphasizes the necessity for effective benefits management, citing research that highlights the high failure rates of such initiatives, and introduces a multi-disciplinary approach integrating various fields. Upcoming key events include the publication of the guide, a launch event, and the introduction of exams in late 2011 and early 2012.
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Steve Jenner. Managing Benefits; the new guidance and certification scheme from APMG-International
- 1. www.apmg-international.com Managing Benefits The new Guidance and Certification Scheme from APMG-International Steve Jenner, Author and Chief Examiner
- 2. Scope of thisBriefing 1. Why develop this Guide? 2. What’s the scope of the Guide? 3. What’s the format of the exams? 4. What schedule are we working to? 5. Q&A
- 3. Why this newGuide? “The fundamental reason for beginning a programme is to realise benefits through change. The change may be to do things differently, to do different things, or to do things that will influence others to change.” OGC “It is only possible to be sure that change has worked if we can measure the delivery of benefits it is supposed to bring.” Cabinet Office
- 4. Why this newGuide?
- 5. But the trackrecord isn’t good “Deficiencies in benefits capture bedevils nearly 50% of government projects” and “30-40% of systems to support business change deliver no benefits whatsoever.” OGC “Most large capital investments come in late and over budget, never living up to expectations. More than 70% of new manufacturing plants in North America, for example, close within their first decade of operation. Approximately three-quarters of mergers and acquisitions never pay- off…And efforts to enter new markets fare no better” Lovallo & Kahneman “The brutal fact is that about 70 per cent of all change initiatives fail.” Beer & Nohria
- 6. And research indicatesthings aren’t getting any better 6
- 7. So the existingguidance is necessary but not sufficient to address • The ‘Knowing-Doing’ gap • ‘Box ticking’ • And the twin dangers of…
- 8. Optimism Bias &Strategic Misrepresentation “Delusional optimism: we overemphasise projects’ potential benefits and underestimate likely costs, spinning success scenarios while ignoring the possibility of mistakes.” Lovallo & Kahneman “the planned, systematic, deliberate misstatement of costs and benefits to get projects approved.” Flyvbjerg et al
- 9. So ‘Managing Benefits’– An Overview
- 10. The Benefits ManagementCycle A Multi-disciplinary Practice based on good practice from: • Project & Programme Mgt • Management Accounting • Economics • Behavioural finance • Psychology • Neuroscience • Change Mgt • Systems thinking
- 11. With techniques fromaround the world Southbank Arts Precinct Redevelopment (Fictional) Department of Premier and Cabinet Investment Logic Map Enabling DRIVER OBJECTIVE BENEFITS CHANGES Assets Generate vision for PROBLEM BENEFITS use of arts precinct SOLUTION over 20 years Improve the connection of the arts precinct with Arts precinct is Melbourne and its dislocated and is no local community Strengthen the Strengthen enterprise longer aligned with (20%) Victorian and precinct the way the city is community marketing developing (40%) (40%) Create a precinct which functions as a distinctive attraction Establish a precinct (40%) governance and Improve Victoria’s Existing facilities will management model industry not support Victoria’s (20%) continued leadership position in the arts Redeveloped Arts (60%) Renew and upgrade Centre existing facilities so Make physical they can meet changes to arts current and future precinct New Sturt Street needs Enhance Victoria’s Ramp (40%) arts profile and reputation (40%) Develop integrated ticketing, security and New CRM - ticketing precinct management platform and services systems http://www.livetime.com/wp- content/uploads/2010/05/Service_profit_chain_model.jpg. BENEFITS DEPENDENCY NETWORK D R I V E R S IS/IT Enabling Business Business Investment Enablers Changes Changes Benefits Objectives JW113
- 12. And examples fromaround the world including: • NASA • Bristol City Council • Obayashi Corporation • WiBe® Framework - - Japan Germany • Western Australia • Tetra Pak Police • Openreach • Tell Us Once
- 13. Thanks to theReview Group: • Rod Baker APM Group Director • Best Management Practice • Michael Acaster Cabinet Office, Efficiency Reform Group • Michael Dallas MoV Lead author & Chief Examiner • Craig Kilford MoP Co-author and P3O Lead Reviewer/Mentor • Keith Williams P3M3 & ‘Change Management’ Chief Examiner • Benefits Management Practitioners • Peter Glynne Co-chair, APM Benefits Management Specific Interest Group • Sarah Harries Head of Business Improvement, BT • Steve Parker (Interim) Value & Benefits Lead, TfL PMO Centre of Excellence • John Thorp International benefits management thought-leader • Accredited Training Organizations/APMG assessors/ACOs • Jeroen Geurtsen European ATO representative • Mark Ives Australian ACO representative • Paulo Keglevich South American APMG assessor • Patrick Mayfield Part MSP author & UK ATO representative • Additionally, the following commented on the second draft: Walter Dirix; Alan Ferguson; Melanie Franklin; Anne McGrath; and Svetlana Plotnikova.
- 14. The Next Steps •Guide published – Early September • Launch event – September 25th, London • Managing Benefits Repository? – From September • Foundation exams – Late September • Practitioner exams – Early 2012
- 15. Want to stayin touch/find out more? Managing Benefits – Community of Interest http://www.linkedin.com/groups/Man aging-Benefits Community- Interest4493501?gid=4493501&trk= hb_side_g Stephen.jenner5@btinternet.com or www.stephenjenner.com