The synergy between Benefits Management

& Change Management

Neil White

&

Parag Gogate

Workshop Objective

‘to be better able to identify

opportunities to leverage

Change Management success

drivers that enable us to

achieve the greatest value

from our investments’

Workshop Agenda

Introduce the Benefits Management

processes (5)

Introduce the prevailing context for change

(5)

Group activity - identify opportunities to

exploit Change Management success

drivers (20)

Feedback and discussion on workshop

activity results (15)

Speaker Profile: Neil White

22 yrs RAF (Engineering) Change Management 20yrs Aerospace & Defense and Transport Business Improvement (SEI CMMI) - Assessor & Assessment Team Lead Transformation Change Management Benefits Management & Business Change MSc Change Management APM Benefits Management SIG Co-Chairman

‘an ardent believer that the ability to change is more important than the required changes themselves’

Speaker Profile: Parag Gogate

APM Enabling Change SIG Committee member – Innovation Theme lead

AM Midlands Branch committee member Experience – Strategic change programmes business

transformation & improvement

12 years multinational hospitality & retail operations experience prior to change management

MBA from Durham Business School Lean Six Sigma Black Belt, PRINCE2®, MSP® certified NLP (Neuro Linguistic Programming) practitioner EFQM business excellence assessor

An accidental change manager !

A Benefits Management Model

5

Practices

7

Principles

Benefits Management

Practices

Benefits Management – 5 Practices

Identify & Quantify

Value & Appraise

Plan

Realize

Review Benefits Management

Practices

An overview of the BRM Process

BRM processes assure that an organization's investment in change adds values and is aligned to its strategic goals

Vision

Strategic

Objectives

Business

Objectives

Manage

Benefits

Changes

Realise

Benefits

But BRM brings much more to the change process…….

Expect a reduction in benefits if stakeholders…..

1 don’t believe in it

2 don’t understand it

3 don’t want it

4 don’t know why it is needed

5 don’t use it

6 think it is all about cost saving

7 resist the changes

8 are not ‘able’ to make their opinion heard

9 see no evidence that it is making a difference

10 know there are other more important things to do

11 do not value the changes

12 do not know the part they are expected to play

Steve Robinson – June 2014 Project Magazine

Benefits Realisation and Stakeholders

A representation of BRM Processes

Major process areas in the BM Lifecycle

Identify & quantify

Value and appraise

Plan Review Realise

This ‘view’ will be used in the workshop activity that follows shortly…………

Changing Business Environment

First used by US Marines/Military

Perspective on Change Verb

‘make or become different’

Noun

‘an act or process through which

something becomes different’

4

1

Context Internal &

External

factors

Dimension

Organisation wide,

function/department,

communities, supply

chain partners,

citizens, customers

2

Elements People, System,

Applications, Technology,

Processes, Culture,

Structure

3

Type Continuous,

incremental, big

bang, emergent

Realising

business

strategy

& benefits

Perspective on Change Management

APM BOK Definition - “Change Management is a structured approach to moving organisation from

the current state to the desired future state”

– Change Management models – Kotter 8 Steps, Lewin, PDCA,

ADKAR

– Change management / business transformation (IT view)

– Change control (Project management)

Change Management - manage the people side of change

Management of Change – manage the technical side of change

Leo Tolstoy

‘Everyone thinks of changing

the world, but no one thinks of

changing himself’

Key Cognitive Biases – Benefit Realisation Management

OPTIMISM

Tendency to be over-optimistic, overestimating favourable and

pleasing outcomes

OSTRICH EFFECT

Ignoring a negative or

unfavourable information /

situation

ANCHORING

over reliant on the first piece of

information / evidence they

hear / see

CONFIRMATION

tend to listen to only the

information that confirms our

preconception

CONSERVATISM

favouring prior evidence over new

evidence or information that has

emerged

GAMBLER’S FALLACY

The tendency to think that the

future probabilities are altered by past

events, when in reality they are

unchanged

Workshop

Activity

Workshop Activity

Please refer to the lifecycle sheet provided. For one, more or ‘all’ of the examples given, place the corresponding number on the stage of the lifecycle that you consider provides an opportunity to improve the outcomes of your investments.

Identify & quantify

Value and appraise

Plan Review Realise

We will discuss the results and your ideas during the feedback session

The natural synergy between Benefits and Change Management

Neil White

&

Parag Gogate

Thank you

This presentation was delivered

at an APM event

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