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Throughout 2016, PMI, through the Global Executive Council, assembled a group of NextPerts—individuals who are rising stars in their organizations— to develop actionable techniques to address benefits realization management (BRM). The group focused on ways to identify, measure, deliver, and sustain benefits to ensure project-based strategic initiatives impact the business as intended. The group identified the techniques on the following pages that can be adopted, adapted, and embedded into organizational routines. Benefits Thinking Movement

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Throughout 2016, PMI, through the Global Executive Council, assembled a group of NextPerts—individuals who are rising stars in their organizations— to develop actionable techniques to address benefits realization management (BRM). The group focused on ways to identify, measure, deliver, and sustain benefits to ensure project-based strategic initiatives impact the business as intended. The group identified the techniques on the following pages that can be adopted, adapted, and embedded into organizational routines.

Benefits Thinking Movement

Benefits Thinking MovementPowered By: PMI Global Executive Council NextPerts, #PMINextPerts

Allison Bass, PMP, Senior Portfolio Leader, Dell Services

Christopher Bair, PMP, Managing Director, Deloitte Consulting LLP

Jack Connell, Assistant Vice President, Citi

Niyi Adedji, PMP, PMI-ACP, CSM, SAFe, Program Manager, HPE

A. Christoph Wehrle, PMP, Bosch

Burkhard Gerlach, Consultant, Siemens

Cyrille Leclere, PMP, PM Business Partner, Engineering Change Projects, Airbus

Lacey Gremmels, PMP, Region PMO Lead, Deere & Company

Tim Kaltwasser, Project Manager, Airbus

© 2016 Project Management Institute, Inc. All rights reserved. “PMI,” the PMI logo, and “Making project management indispensable for business results.” are registered marks of Project Management Institute, Inc. For a comprehensive list of PMI marks, contact the PMI Legal Department. BRA-035-2016.

14 Campus BoulevardNewtown Square, PA 19073-3299 USAPMI.org

The Global Executive Council is a group of elite organizations that works to enhance and influence the direction and future of the project management profession.

FINDING THE RIGHTQUESTION...

HOW MANY BENEFITS

IS ENOUGH?

BENEFITS THINKING

Organization-level benefits focused

philosophy to embed a benefits-led culture

BENEFITS-LED CULTURE

PROJECT OPTIMISM

WHICHBENEFITS

MATTER MOST?

MOVEMENT

BENEFITSBUSINESS

CASE

The justificationfor creating a

Benefits Thinkingmovement within

an organization

It also establishesorganizational

Benefits Capabilityto be presented

to the C-suiteto gain theirsponsorship

andprioritization

Continuous and final review of past

initiatives to capture benefits and

measurement approaches; and

offers insights that could be recycled/

reused or avoided in future initiatives

BENEFITS RECYCLING

BENEFITS LIFE CYCLE

Includesorganization-level drivers, guides, governance, and enables the initiative-level benefitslife cycle

PROBLEMSTATEMENT

Organizations need a way to clearly,

easily and ineratively identify, communicate, and measure

benefits...

...so that they knowthe business value

throughout an initiative

ENABLING

LEARNING

Graphical depiction of the core phases of an

organization's benefits life cycle across the project

portfolio

BENEFITS ROADMAP

BENEFITS CYCLE

(RE)DEFINE

COMMUNICATEMEASURE

Benefits identification,

communication, and associated

measurement are locked in

Benefits are measured and provided to the Benefits Dashboard

Benefits are communicated to

the necessary stakeholder

groups

The known (visible) and unknown (below the

water) forces that can impact realization of benefits associated

with a strategic initiative

Benefits Cycle

BENEFITSCAPABILITY

SMARTUP VISUALS

Benefits IncentivizationSystem of rewards or

penalties to drive employee behavior towards Benefits Thinking

Aligning the benefits mindset to the organization's

established risk and governance processes

and standards.

Benefits Linkages

Who sets the policies,

procedures, and measures of benefits?

CSO? EPMO?

Chief Benefits Officer

CEO

Reports to the

Benefits Briefing CEO provides a sound basis for the cultural

change that will enable the Benefits Thinking

Movement

The governance

body that reviews the business cases for all

strategic initiatives, approves the identified benefits and

proposed measurement methods and drives

benefits culture

Chairs the Benefits Board

Benefits DashboardGoing beyond

budget, scope and schedule, reporting,

and visually communicating business impact

CEO

Once the benefits capacity has been

established, promote

continuous education within

the organization to link tactical-level work to high-level

initiatives and benefits

Establish a Benefits AllianceBenefits Iceberg

AHA

MINDSET SHIFT

AHA

BENEFITS ICEBERG

AHA

HANDSHAKE HUDDLE

Identify, Execute, and Sustain Benefits: Ways to Start a Movement in Your Organization Taking a design thinking approach that develops solutions in line with customer experience, the process the group identified starts with a strong business case. This provides justification for creating a benefits-focused culture to quantify and calculate the need for a long-term view beyond the project. Forming a Benefits Thinking Movement within an organization can help establish organizational benefits capabilities that can be presented to the C-suite.

Identify: Consider the role of a Chief Benefits Officer (CBO) to set the policies, procedures, and measurement of benefits. This role could be fulfilled by an existing Chief Strategy Officer or EPMO equivalent body. The governance body forms a Benefits Alliance that:

• Reviews the business cases for all strategic initiatives

• Approves the identified benefits and proposed measurement methods

• Drives benefits culture in collaboration with end-user business units Execute: Use both an enterprise roadmap to anchor proven benefits management practices and common dashboard techniques to expand visual tracking/communication of project status beyond the fundamental budget, scope, and schedule parameters. These are useful methods to consider in charting a course through both project knowns and unknowns (see Benefits Iceberg).

Sustain: Establishing a Benefits Mindset starts with chief executives conveying that all projects in the portfolio must reflect strategy and track business benefits realized (see Mindset Shift). Incentivizing behavior of project teams to embrace this culture shift harnesses the core of a change capability in any organization. Continuing on the work of the Benefits Alliance, periodic huddles between project teams and business units not only keep benefits targets on track, but also provides a means to sustain benefits (see Handshake Huddle).

Throughout 2016, PMI, through the Global Executive Council, assembled a group of NextPerts—individuals who are rising stars in their organizations— to develop actionable techniques to address benefits realization management (BRM). The group focused on ways to identify, measure, deliver, and sustain benefits to ensure project-based strategic initiatives impact the business as intended. The group identified the techniques on the following pages that can be adopted, adapted, and embedded into organizational routines.

Benefits Thinking Movement

Benefits Thinking MovementPowered By: PMI Global Executive Council NextPerts, #PMINextPerts

Allison Bass, PMP, Senior Portfolio Leader, Dell Services

Christopher Bair, PMP, Managing Director, Deloitte Consulting LLP

Jack Connell, Assistant Vice President, Citi

Niyi Adedji, PMP, PMI-ACP, CSM, SAFe, Program Manager, HPE

A. Christoph Wehrle, PMP, Bosch

Burkhard Gerlach, Consultant, Siemens

Cyrille Leclere, PMP, PM Business Partner, Engineering Change Projects, Airbus

Lacey Gremmels, PMP, Region PMO Lead, Deere & Company

Tim Kaltwasser, Project Manager, Airbus

© 2016 Project Management Institute, Inc. All rights reserved. “PMI,” the PMI logo, and “Making project management indispensable for business results.” are registered marks of Project Management Institute, Inc. For a comprehensive list of PMI marks, contact the PMI Legal Department. BRA-035-2016.

14 Campus BoulevardNewtown Square, PA 19073-3299 USAPMI.org

The Global Executive Council is a group of elite organizations that works to enhance and influence the direction and future of the project management profession.