Published on February 20, 2014
“A world in which all projects succeed” APM’s 2020 Vision Benefits Management & Organisational Change Open University Milton Keynes 12 Feb 2014 Neil White APM Benefits Management Specific Interest Group
Context for Benefits Management (BM) Today, the ability of organisations to adapt (change) is becoming even more important than the changes themselves. Prevalent drivers of change include: Globalisation Economy Technological Environmental Innovation Regulation De-regulation Today, an inability to respond to these change drivers = a high risk of failure
Poor change performance & individuals = = X X GRADUAL CHANGE = X ANXIETY = X CONFUSION = X CHANGE FRUSTRATION = FALSE STARTS
Individuals and change Adams, Hayes & Hopson (1976)
Organisations and change Satir et al (1991)
Benefits and Change Management – the proposition Change is increasing in scope, scale and frequency Businesses must have the capability to respond to change drivers quickly and effectively Our experience has shown us what the change problems are How? Our experience tells us what the solutions to our change problems are BM reduces the impact of many of the known problems with change BM enables a common platform & agenda on which to identify & engage stakeholders
BM Overview BM – helps ensure that an organisation’s investment in change is both wholly beneficial and aligned to the organisation’s business strategy
Example benefits dependency map (Cranfield) Enabler Business Changes Benefit Benefit Objective Disbenefit HS2 More good workers attracted to London HS2 Hybrid Bill To widen labour pool Reduce commute time Link Midlands to London ( 1) Increased regional spend HSR Bill Link economic centres ( 2) Shorter meeting journey time Increased UK Trading Improved GDP To increase passenger satisfaction To increase regional economic growth To increase jobs in regions
Enables effective measurement Measurement – essential for effective BM. Metrics and progress measures available to all stakeholders
Sophisticated Tool Support (1)
Sophisticated Tool Support (2)
Relationship between Management Capabilities Business Contribution Change People, business & organisation Change BRM Shared agenda & benefits aligned to strategy BRM P2 Effective delivery of change enablers P2 Portfolio Strategic Oversight & control Portfolio Sustainable change aligned to organisational strategy Change Change Change BRM BRM P2
To summarise: BM enables an organisation to provide meaningful answers to the following questions: Why are these changes necessary? What benefits do these changes realise? Are we making the best use of our investment? How are we performing? When will the expected benefits be realised?
To summarise: BM enables an organisation to provide meaningful answers to the following questions: What executive support is there for these changes? Who is accountable/responsible for what? Who is impacted and what is their WIIFM dividend? What is my role and how do I contribute? How are other stakeholders contributing to the changes?
Top tips Implicate stakeholders in the process – BM needs effective stakeholder engagement Emphasise that it is all about benefits! Understand the relationship and dependencies between the key organisational capabilities ‘Manage’ the impact of change on the organisation and its people If possible, pilot the rollout of BM and respond to and reconcile issues as they arise – as with most things ‘ORGANIC IS BEST’
Useful Links APM The Association for Project Management (Official group) Slideshare slideshare.net/assocpm Facebook Association for Project Management Google+ Association for Project Management Twitter @APMProjectMgmt YouTube youtube.com/APMProjectM gmt Benefits Management References Bradley, G (2006) Benefits Realisation Management, Gower Jenner, S, (2012) Managing Benefits, APMG http://bit.ly/1erQ4U0 APM, Benefits Management SIG APM, Enabling Change SIG Neil White - LinkedIn Profile uk.linkedin.com/in/changevista/
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