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During an APM Benefits SIG committee meeting, a request was made for someone to present on Benefits Management at a lunchtime working session at the Open University (an APM Corporate member) in Milton Keynes. Have previously gained and benefited from an OU degree I immediately volunteered with a view to both ‘giving something back’ and having a genuine interest in what the OU were doing to tackle this subject of which I am a keen proponent. The popularity and success of this event is in no small part due to the energy and approach of Will Levy. Will, who has only been in post for 12 months, has during this time introduced Benefits and Portfolio management to the OU. The OU is clearly a progressive organisation with a strong desire to succeed and flourish and Will is currently working to ensure that its transformational change initiatives are fully aligned with its strategic plan. It is apparent that developing their Portfolio and Benefits Management capabilities together is enabling both disciplines to gain traction in way that by approaching them independently would have been less effective. The event gave me an opportunity to present on my firmly held belief that effective Benefits Management is a wonderful enabler for sustainable organisational change. The BM processes themselves becoming much more effective when viewed and implemented through a Change Management Lens. There were two other speakers in the line up; Jim Yates, an OU tutor and lecturer, gave a presentation on the importance of recognising and accommodating the different perspectives of an organisation’s stakeholders. And Sean Sellers, a Business Transformation Manager, presented on the progress of an OU change programme for which he has Benefits Management responsibilities. This was a good event which was finished off by a networking opportunity, fuelled by a great selection of sandwiches, and some more Benefits and Change conversation. Will suggested that he would be interested in seeking representation from other APM SIGs to help inform and develop his organisations Change Management capability.
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Open UniversityMilton Keynes12 Feb 2014
Benefits Management &Organisational Change
Neil WhiteAPMBenefits ManagementSpecific Interest Group
“A world in which all projects succeed”
APM’s 2020 Vision
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
Context for Benefits Management (BM)
= CHANGE
Poor change performance & individuals
= CONFUSIONX
= GRADUALCHANGEX
= FALSESTARTSX
= ANXIETYX
= FRUSTRATIONX
Individuals and change
Adams, Hayes & Hopson (1976)
Satir et al (1991)
Organisations and change
Benefits and Change Management – the proposition
Change is increasing in
scope, scale and frequency
Our experience tells us what the solutions to our
change problems are
Businesses must have the capability to respond to
change drivers quickly and effectively
BM reduces the impact of many
of the known problems with
change
How?
BM enablesa common platform &
agenda on which to identify &
engage stakeholders
Our experience has shown us
what the change problems are
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)
ObjectiveBenefit
Business Changes
Enabler
Disbenefit
Benefit
To increase regional
economic growth
To increase jobs in regions
To widen labour pool
To increase passenger satisfaction
Reduce commute time
Shorter meeting journey time
Increased UK Trading
Improved GDP
Increased regional spend
More good workers attracted
to London
HSR Bill
HS2 Hybrid Bill
Link economic centres ( 2)
Link Midlands to London ( 1)
HS2
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 CapabilitiesBusiness
Contribution
People, business & organisation Change
Shared agenda & benefits aligned to
strategyBRMChange
Effective delivery of change enablers P2Change BRM
Strategic Oversight &
controlPortfolioChange BRM P2
Sustainable change aligned
to organisational strategy
Change PortfolioP2BRM
To summarise:
Why are these changes necessary?
How are we performing?
What benefits do these changes realise?
Are we making the best use of our investment?
When will the expected benefits be realised?
BM enables an organisation to provide meaningful answers to the following questions:
Who is impacted and what is their WIIFM dividend?
Who is accountable/responsible for what?
What is my role and how do I contribute?
What executive support is there for these changes?
To summarise:
How are other stakeholders contributing to the changes?
BM enables an organisation to provide meaningful answers to the following questions:
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 LinksAPM
The Association for Project Management (Official group)
FacebookAssociation for Project Management
Twitter@APMProjectMgmt
Slideshareslideshare.net/assocpm
Google+Association for Project Management
YouTubeyoutube.com/APMProjectMgmt
Benefits Management ReferencesBradley, 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/
