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The management of benefits and outcomes is sometimes light on the ground in many programmes of work. This is not wise when considering the fundamental reason for beginning a programme is to realise benefits and outcomes through change; whether it is to do things in a new way or to do things that will influence others to change.
The OGC's MSP Principles include strong emphasis on Benefits Management (BM) with the following keys stages covered off:
A Benefits Management Process
The Benefits Management Strategy
A Identification of Benefits
A Quantification of Benefits
A Set of Benefit Profiles
Benefit Modelling
The Benefits Realisation Plan
A Process to Review Benefit Realisation
Responsibilities for BM
As benefits are the quantification of the change delivered by the programme, they should be used to help direct and make decisions throughout the course of the programme.
In our Programme Management roles we should determine the critical measures and indicators of success and make arrangements to ensure the programme remains appropriate and on track to deliver the intended benefits and outcomes.
Programme Managers should check that:
- The planned outcomes remain achievable;
- All the planned outcomes are not changed in scope, relationship or value;
- The key stakeholders remain committed and confident that outcomes will be achieved when planned;
- The plan for achieving outcomes is being pro-actively managed;
- The plan is monitored against agreed performance measures/key performance indicators and any problems resolved promptly.
Where key benefits have been properly identified, e.g. more effective service delivery or increased efficiency, these benefits should be properly managed in the same way. We should be able to define exactly what a benefit will deliver in a way that can be adequately measured, using realistic timescales, risks & costs. Every benefit should be linked to planned outcomes and every benefit should be assigned to an owner who is responsible and accountable for its eventual realisation.
In large programmes of work, there is often a business change manager coordinating the benefits realisation on behalf of the business areas owning those benefits.
The OGC's MSP Principles include strong emphasis on Benefits Management (BM) with the following keys stages covered off:
A Benefits Management Process
The Benefits Management Strategy
A Identification of Benefits
A Quantification of Benefits
A Set of Benefit Profiles
Benefit Modelling
The Benefits Realisation Plan
A Process to Review Benefit Realisation
Responsibilities for BM
As benefits are the quantification of the change delivered by the programme, they should be used to help direct and make decisions throughout the course of the programme.
In our Programme Management roles we should determine the critical measures and indicators of success and make arrangements to ensure the programme remains appropriate and on track to deliver the intended benefits and outcomes.
Programme Managers should check that:
- The planned outcomes remain achievable;
- All the planned outcomes are not changed in scope, relationship or value;
- The key stakeholders remain committed and confident that outcomes will be achieved when planned;
- The plan for achieving outcomes is being pro-actively managed;
- The plan is monitored against agreed performance measures/key performance indicators and any problems resolved promptly.
Where key benefits have been properly identified, e.g. more effective service delivery or increased efficiency, these benefits should be properly managed in the same way. We should be able to define exactly what a benefit will deliver in a way that can be adequately measured, using realistic timescales, risks & costs. Every benefit should be linked to planned outcomes and every benefit should be assigned to an owner who is responsible and accountable for its eventual realisation.
In large programmes of work, there is often a business change manager coordinating the benefits realisation on behalf of the business areas owning those benefits.
About the Author:
Rob Llewellyn is a programme management consultant who has helped governments and leading organisations in Europe, the Middle East and Australia. Visit his web site to read more articles like the one above at www.llewellyn-group.com
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