As the Managing Benefits guidance points out “BENEFITS are not simply just one aspect of project and programme management, they are the rationale for the investment of tax payer’s and shareholder’s funds in change initiatives”. Understanding the contribution of change initiatives to organisational objectives is at the heart of effective benefits management. There needs to be a clear line of sight from strategic intent through to the benefits of change initiatives and vice versa. Where this is in place we have a basis for meaningful assessments of strategic contribution. In this webinar, Barry Anderson, Tanner James CEO, shared his insights into the strategic impact of benefits management in the public service. Barry looked at the drivers behind benefits management including that driver-based analysis and benefits management is two-way since benefits management should provide the data to validate and refine as necessary the business model and the assumptions upon which it is based.

1. “Strategic Benefits Mapping
in the Public Service”
Barry Anderson
CEO Tanner James
Tanner James… Enhancing your programme and project management capability

2. Review & Close
“what strategic contribution does this
change initiative make to the
achievement of the organisations
goals??”
(you have 3 mins and 200 words)
Tanner James… Enhancing your programme and project management capability

3. • Where are we now?
• What will the future look like?
• How will the “lived experience” of
stakeholders be different ? (as THEY
perceive it)
Tanner James… Enhancing your programme and project management capability

4. Review & Close
• Ahead of the Game – Blueprint for the
reform of Australian Government
Administration focussed upon the need for
the APS to meet the expectations of a much
more complex society with expectations of
high quality services and greater citizen
involvement in service design.
Tanner James… Enhancing your programme and project management capability

5. Review & Close
“BENEFITS are not simply just one
aspect of project and programme
management, they are the rationale for
the investment of tax payer’s funds in
change initiatives”.
Tanner James… Enhancing your programme and project management capability

6. Review & Close
• Lindsay Tanner – Penny Wong
• Gershon Review
• P3M3 Capability Maturity
Assessment
• Capability Improvement
Tanner James… Enhancing your programme and project management capability

7. Review & Close
Gershon recommended that FMA Agencies:
• Take appropriate steps to improve their capability to
commission, manage and realise the benefits of ICT- enabled
projects and new policy proposals.
• Implement a common methodology for assessing agency
capability (P3M3)
• Be required to propose a target level of capability and to develop
a capability improvement plan and to commit to and agree
actions to address any capability gaps.
Tanner James… Enhancing your programme and project management capability

8. Review & Close
Benefits management should be integrated into:
• The wider organizational context of the portfolio
of investment
• The organization’s strategic planning,
• Pf, Pg, Pj Management, and
• Performance management systems.
Tanner James… Enhancing your programme and project management capability

9. Review & Close
• Delivering benefits should be the key
driver of strategy and investment in
change initiatives.
• Envisage the future state or as Stephen
Jenner refers to it start with the end state
in mind.
“Vision” is not a nebulous “to be” state
Tanner James… Enhancing your programme and project management capability

10. Review & Close
• The wider the net is cast to engage stakeholders
the greater the prospects of realising benefits.
• Genuine engagement enables agencies to
clearly define expectations in terms of
outcomes required to be delivered.
• Stakeholders would usually prefer to settle for
less if that is achievable.
Pareto rule 80% of gains from
20% of change activity
Tanner James… Enhancing your programme and project management capability

11. Review & Close
Initiative Complexity
• As society becomes more complex there will be
a need to accept greater use of non-financial
benefits.
• APS agencies involved in the delivery of
humanitarian programs, aged care reform and
animal welfare programmes are currently
confronting this issue.
Tanner James… Enhancing your programme and project management capability

12. • Successful benefits management engages
stakeholders to optimize rather than maximize
benefits realization. (Pareto 80:20)
• As lessons are learnt and applied going forward
benefits realisation is optimised as part of the
organisations commitment to continuous
improvement.
Tanner James… Enhancing your programme and project management capability

13. Ministerial mandates and
CEO favoured projects
Aka
How an optimised benefits driven
portfolio of investments in change
initiatives saved my/your career
Tanner James… Enhancing your programme and project management capability

14. Review & Close
• Lack of ownership and accountability has been the
primary cause of low ratings for Benefits
Management in P3M3 capability maturity
assessments.
• Tanner James experience is in line with the research
of Jenner and Byatt (2012) in which perceptions of
maturity were lowest for benefits management.
Tanner James… Enhancing your programme and project management capability

15. Review & Close
• Agencies have rapidly improved their visibility
of change initiatives and reporting dashboards,
so all stakeholders have access to performance
data
• This is perceived to have led to higher levels of
accountability for both the conduct of change
initiatives and the delivery of benefits.
Tanner James… Enhancing your programme and project management capability

16. Review & Close
• Managing benefits needs to translate into behaviour
which demonstrates the way we do things around
here.
• This can be achieved by treating the development of
benefits management as a (benefits-led) business
and behavioural change programme supported by
relevant training and development.
Tanner James… Enhancing your programme and project management capability

17. Review & Close
• Transparency is a critical element of a
corporate culture focused on achievement.
• A commitment to learning from past
mistakes and the recording of lessons
learnt is a critical part of building a culture
of transparency.
• It is a necessary part of a benefits led focus
on doing the right things the right way.
Tanner James… Enhancing your programme and project management capability

18. • Benefits led change
• Benefits
Identification
Tanner James… Enhancing your programme and project management capability

19. Benefits Mapping Approaches
• Logic Chains
• MSP Benefits Maps
• Results Chains
• Benefits Dependency Network
Maps
• Benefits Logic Map
Key information
Managing Benefits – Optimizing the Return
from Investments - pages 59 to 66
Tanner James… Enhancing your programme and project management capability

20. QUESTIONS
Tanner James… Enhancing your programme and project management capability

21. Review & Close
Barry Anderson
Tanner James Office
1300 774 623
Mobile
0419 304 966
Email
Barry.anderson@tannerjames.com.au
Tanner James… Enhancing your programme and project management capability

22. Review & Close
Tanner James… Enhancing your programme and project management capability