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Benefits Management -Making it Work
TREVOR HOWES
© BRM Fusion Limited 2012
Trevor Howes
Page 2
© BRM Fusion Limited 2012 Page 3
Detail Books, Help and Tools
Share what matters most + Takeaways
© BRM Fusion Limited 2012 Page 4
Benefit expected Quality standards to meet Scope of what they needed to do Budget available Time available
Process
Organisation
Systems & Tools
People
© BRM Fusion Limited 2012 Page 5
on what benefit you want – what you value
plans and resources will be enough to get them
to remain on course
• Be clear • Be certain• Be in control
© BRM Fusion Limited 2012 Page 6
Process
Organisation
Systems & Tools
People
Benefit expected Quality standards to meet Scope of what they needed to do Budget available Time available
© BRM Fusion Limited 2012 Page 7
on what benefit you want – what you value
plans and resources will be enough to get them
to remain on course
• Be clear • Be certain• Be in control
© BRM Fusion Limited 2012 Page 8
© BRM Fusion Limited 2012
Moorhouse Consulting
Daniel Kahneman
John Kotter
Cranfield University
Page 9
© BRM Fusion Limited 2012 Page 10
1. Reassure quality of proposal recommendations – a visual model showing cause-and-effect assumptions and logic
2. Manage the realisation of business benefits over time – a model that supports delivering required level of benefit to timings needed
3. Decrease risk to delivery deadlines – understand dependencies, risks and assumptions etc.
4. Manage scope and save budget – represent the scope of the programme to enable informed change decisions
to be made and stay aligned to strategic objectives
5. Increase the quality of solutions and activities– see what capability, change and investment is needed to realise benefit with
minimum waste
Justifying Benefits Realisation
© BRM Fusion Limited 2012 Page 11
1. Reassure quality of proposal recommendations – a visual model showing cause-and-effect assumptions and logic
2. Manage the realisation of business benefits over time – a model that supports delivering required level of benefit to timings needed
3. Decrease risk to delivery deadlines – understand dependencies, risks and assumptions etc.
4. Manage scope and save budget – represent the scope of the programme to enable informed change decisions
to be made and stay aligned to strategic objectives
• Increase the quality of solutions and activities1. see what capability, change and investment is needed to realise benefit with
minimum waste
Justifying Benefits Realisation
© BRM Fusion Limited 2012
Plan
Review
Realise
Value & Appraise
Identify & Quantify
Use a standard cycle
With reference to:the Managing Benefits guide from APMG-International™ by Steve Jenner Page 12
© BRM Fusion Limited 2012
Identify & Quantify
Page 13
© BRM Fusion Limited 2012
Identify & Quantify
Page 14
© BRM Fusion Limited 2012
10,000 hours Expert Wonderful things
Cause Effect
© BRM Fusion Limited 2012
Create a Map
Page 16
© BRM Fusion Limited 2012 Page 17
Wording Outcomes/ Benefits
Maintained CreatedEliminated ReducedDecreased IncreasedIncreased MaintainedCreated Eliminated
© BRM Fusion Limited 2012 Page 18
Focus on things important and knowable
Think likeWarren Buffett
© BRM Fusion Limited 2012
Create a Map
Page 19
© BRM Fusion Limited 2012
Using general information from a PwC report: Insights and Trends: Current Portfolio, Programme, and Project Management PracticesThe third global survey on the current state of project management 2012
Page 20
Page 21
© BRM Fusion Limited 2012
Plan
Review
Realise
Identify & Quantify
Value & Appraise
Page 22
© BRM Fusion Limited 2012
Value & Appraise
Value & Appraise
Page 23
© BRM Fusion Limited 2012
BenefitsCost & Resources
Page 24
© BRM Fusion Limited 2012
Use contribution line weightings
Page 25
© BRM Fusion Limited 2012
Calculate contribution scores
Page 26
© BRM Fusion Limited 2012
Review
Realise
Identify & Quantify
Value & Appraise
Plan
Page 27
© BRM Fusion Limited 2012
Plan
Validate Forecast
Prioritize Benefits
Select Measures
Risk/ Opportunities
Plan to Engage
Documentation
Pre-Transition
© BRM Fusion Limited 2012
Plan
Validate Forecast
Prioritize Benefits
Select Measures
Risk/ Opportunities
Plan to Engage
Documentation
Pre-Transition
© BRM Fusion Limited 2012
Plan
Review
Realise
Identify & Quantify
Value & Appraise
Page 30
© BRM Fusion Limited 2012 Page 31
© BRM Fusion Limited 2012
Plan
Review
Realise
Identify & Quantify
Value & Appraise
Page 32
© BRM Fusion Limited 2012
Tools
Page 33
© BRM Fusion Limited 2012
You don’t need a car to survive…but it does make a difference to: Scope of what you can do and handle Quality of results and experience Time taken Benefits delivered Risk of failure
Benefits Realisation software can also help with Cost savings and Cost management
Tools
© BRM Fusion Limited 2012
Process
Organisation
Systems & Tools
People
Benefit expected? Quality standards to meet? Scope of what they needed to do? Budget available? Time available?
Page 35
© BRM Fusion Limited 2012
1. Reassure quality of proposal recommendations
2. Manage the realisation of business benefits over time
3. Decrease risk to delivery deadlines
4. Manage scope and save budget
5. Increase the quality of solutions and activities
Use for more than Portfolio, Programme, Projects, PMO, including:
Sales, Bids, Strategy, IT and Change Roadmaps, Requirements analysis, Stakeholder management, Delivery Assurance, Business change, Commercial and Procurement, Product and Service Design
Justifying Benefits Realisation
© BRM Fusion Limited 2012 Page 37
Additional takeaways
1. OutcomeJogger™ Identify wonderful things2. Map on Stand PwC Survey 20123. Slides Register on stand4. Software Realisor.com
Start down your own path – 10,000 hour people to help you
Good luck on your journey to wonderful things
Benefits Management -Making it Work®
TREVOR HOWES
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