benefits management: revision of the bar critical …...management • planning to execution to...

© 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

Presenter

Presentation Notes

Highlight the full lifecycle of benefits management Planning to Execution to Delivery / Harvesting Centrality of business change in the delivery of benefits Benefits / outcomes come from change, not technology Enables benefits-led PPM Makes BVDs & their application more real Centrality of benefits mapping/modelling as lynchpin for life cycle and measurement Shows 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 map Culture – the importance of developing an outcomes orientation Benefits = outcomes = beginning with the end in mind Makes benefits the drivers of business change

© 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 Process

Benefits Lifecycle

Potential CBB Refinements Current 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

VendorQualification & Selection

ProgramInitiation

ScopeDefinition

ProgramExecution

Go-Live & Stabilisation

Pre-Project

Gateway Review 1

Implementation

Gateway Review 2

Gateway Review 3

Gateway Review 5

PostProduction

Support

Gateway Review 4

Post-Project

Benefits-ledScope Control

Change & Benefits

Monitoring

Business-level Project Governance

Benefits / Value ManagementProject / Program Management

Responsibilities:Benefits /

Outcomes Map& Benefits Plan

BenefitsHarvesting

BenefitsReconciliation

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

Presenter

Presentation Notes

Huge amount of feedback suggests that the IT-CMF must transform beyond an ‘IT management’ framework into a ‘value management’ one Implication – the framework needs to move on if it is to remain relevant Re-configuration of the BAR CC raises the urgency for a larger Meta-CC focused on benefits and value Role of technology has shifted, but the management mindset hasn’t As the use of technology has evolved from automation – where technology is, in many cases, the major contributor to value - through information to transformation, the major contributor to business value has become the organizational change that technology both shapes and enables


Agenda






6. Next steps



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



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/13955909/BAR_TC_Review_Page

11

Key reference books

https://iviinnovation.pbworks.com/w/page/13955909/BAR_TC_Review_Page

https://iviinnovation.pbworks.com/w/page/13955909/BAR_TC_Review_Page


Foundational models Information Paradox

ABM Cranfield PMBM


Benefits realization frameworks VAL-IT Gartner

Ashurst Competency Framework APMG


Benefits mapping approaches


Agenda






6. Next steps



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

Presenter

Presentation Notes

…Some emerging issues from the BAR work group

Qualify Opportunity


Planning (Pre-Project)Gateway Review 1

Execution (Implementation)Gateway Review 2

Gateway Review 3

Gateway Review 5

PostProduction

Support

Harvesting (Post-Project)

BARPPM

Responsibilities:Benefits

HarvestingBenefits

Reconciliation

Value Creation Value SustainmentAdoption Retirement

Ideation


Investment

Gateway Review 4

VendorQualification & Selection

Go-Live & Stabilisation

Evaluation

Program Initiation

Scope Definition

Program Execution

Business Case Evaluation Prioritisation Selection Detailed Planning


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

BenefitsPotential 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

Gartner 2005/2011

Planning Execution Harvesting

Analyzing Needs

Estimating Activities

Estimating Benefits

Prioritising based on benefitsEstablishing

accountabilityDeveloping

solutionPreparing enterprise

Deploying solution

Ensuring benefits reaped

Learning harvesting challenges & opportunities

APMG – Managing Benefits (Jenner)

Identify & Quantify Realise Review

Strategic & Business Planning

Investment Appraisal & Portfolio Prioritisation

Performance Management Project & Programme Management Commercial &

Procurement Business as Usual

Value & Appraise Plan

Financial & Mgt Acctg

SPPPP 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


Benefits Assessment



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

y 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

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

Identify & Structure Benefits • 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 Plan Benefits Realization • 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.


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.


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



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


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 making Benefits 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


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


Benefits Processes

Governances

Behavioural Change


Benefits Planning

Benefits Enablement

Benefits Harvesting

Leadership Common Purpose

Value Culture

Full Life Cycle

Relevant Metrics


Communication

Draft CBBs Question L1 Maturity


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



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


Planning (Pre-Project)Gateway Review 1

Execution (Implementation)Gateway Review 2

Gateway Review 3

PostProduction

Support

Harvesting (Post-Project)

BARPPM

Responsibilities:Benefits

HarvestingBenefits

Reconciliation

Value Creation Value SustainmentAdoption Retirement

Ideation


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


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

BenefitsPotential 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

SPPPP

SRC

Establish portfolio-based evaluation criteria

Benefits-driven project appraisal

Identify actions to realize further benefits

Facilitate lessons learned reviews

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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


(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


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



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



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

Maturity CBB Definition DRAFT – For Discussion Only

34

Governances



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


Maturity CBB Definition DRAFT – For Discussion Only

35

Benefits Processes

Benefits Planning

Benefits Enablement

Benefits Harvesting

4th Draft CBBs CBB Maturity CBB Practices

Practice Maturit

y 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

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

Identify & Structure Benefits • 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 Plan Benefits Realization • 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

• L5

• L4

• L3

• L2

• L1

• L5

• L4

• L3

• L2

• L1

• L5

• L4

• L3

• L2

• L1


36

Behavioural Change


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


4th Draft CBBs CBB Maturity CBB Maturity Practice

Maturity CBB Definition

Communication

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


Maturity CBB Definition

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

Com

mon

pur

pose

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 l ittle formal communicationLittle 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 levelsWider 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

Val

ue C

ultu

re

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

Full

Life

Cyc

le

To what extent are benefits management capabil ities embedded throughout the full l ife cycle of an investment from initial planning to asset retirement?

Focus is on technology delivery - no formal benefits management processes are applied

Benefits planning capabil ities are applied to some investments, but there is a lack of consistency

Benefits planning and delivery capabil ities are consistently applied to all investments

Benefits planning, delivery and harvesting capabil ities are embedded throughout the full l ife cycle of an investment decision for all investments

Business cases are reviewed, updated and re-evaluated throughout the full l ife cycle of a investment

4

Bus

ines

s C

ase

(Rol

e) 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 l ife cycle of a investment

5

Rol

es a

nd re

spon

sibi

litie

s

How clearly defined are the accountabil ities related to the realization of value from IT-enabled investments?

The IT function is accountable for the delivery of IT capabil ities and maintaining continuity of IT services. No accountabil ity is established for benefits realization

The IT function is accountable for delivering IT capabil ities and services as agreed with the business. Some individuals take responsibil ity for benefits realization without commitment from the business

IT and the business share accountabil ity for implementing IT-enabled change. There is increasing focus on benefits but individual roles and responsibil ities are unclear

Accountabil ities for optimizing benefits from individual investments are clearly assigned, accepted and monitored

Accountabil ity for maximizing the value from the investment portfolio is clearly assigned, accepted and monitored

6

Rel

evan

t Met

rics

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 l ife cycle of individual investments, and for all portfolios

Maturity Levels

Lead

ersh

ipG

over

nanc

eDRAFT-Revised BAR CBB-level maturity / questionnaire



Q # CBB Category CBB Question 1 2 3 4 5

7

Bene

fits

Plan

ning 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 l ifetime 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 l imited 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 accountabil ity for benefits realization, but roles & responsibil ities are unclear

Processes are standardized with enterprise planning systems. business cases are reviewed, updated and re-evaluated throughout the l ife 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

Bene

fits

Enab

lem

ent

To what extent are all the necessary business and technology capabil ities 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

Bene

fits

Har

vest

ing To what extent is there active oversight and

management of benefits delivery over the operational l ife, 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 l ife 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

Beha

viou

ral C

hang

e

To what extent is the behavioural change required to ensure full benefits realization understood, managed and incentivised?

No formal Benefits plan, or l imited clarity about the desired outc

Benefits Plan describes the process(without a l ink to behaviour) change needed to achieve the outcome. Benefits ownership is vaguely defined or unclear, with no individual ownership or accountabil ity defined at a collective level at best without formal commitment to deliver

Benefits Plans are explicitly l inked 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 skil ls training are not in place.

Benefits Ownership is formally accepted, detailed behavioural changes formally delegated where appropriate, and l inked to personal performance objectives and reviews. Suitable education & skil ls 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

Stak

ehol

der

Enga

gem

ent 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 l ist, 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

Com

mun

icat

ion

To what extent is communication managed for the realisation, management and governance of business benefits?

Communication l imited 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 l inked 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 skil l of accredited change managers for all forms of leadership interactions, ranging from Information, Education and Participation to Negotiation and Enforcement.

13

Bene

fits

Revi

ew 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 facil itated with a focus on benefits Architectural reviews are completed to determine potential benefits

There are formal benefits-driven portfolio appraisal reviewsIdentify additional benefits

Iterative Benefits reviews occur across the investment l ifecycle.

14

Prac

tice

evo

lutio

n,

inno

vatio

n an

d sh

arin

g

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 l ifecycle 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

Lear

ning

Org

aniz

atio

n

Maturity LevelsBe

nefit

s Pr

oces

sM

anag

emen

t of

Cha

nge



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