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Benefits management is often light on the ground in many programmes. Not very wise when the fundamental reason for beginning a programme is to realise benefits 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:
The Benefits Management Process
The Benefits Management Strategy
Identifying Benefits
The Quantification of Benefits
Benefit Profiles
The Benefit Modelling
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.
During the course of our Programme Management roles we will have determined the critical measures and indicators of success and made arrangements to ensure the programme remains appropriate and on track to deliver the intended outcomes and benefits.
Programme Managers should check that:
- The planned outcomes remain realistically achievable;
- All the planned outcomes are not changed in scope, relationship or value;
- The main stakeholders remain committed and confident that outcomes will be achieved when planned;
- The plan for achieving outcomes is being pro-actively managed;
- This plan is actively monitored against agreed key performance indicators or performance measures and any problems are promptly addressed and resolved.
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 very large programmes of work, a business change manager will often coordinate 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:
The Benefits Management Process
The Benefits Management Strategy
Identifying Benefits
The Quantification of Benefits
Benefit Profiles
The Benefit Modelling
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.
During the course of our Programme Management roles we will have determined the critical measures and indicators of success and made arrangements to ensure the programme remains appropriate and on track to deliver the intended outcomes and benefits.
Programme Managers should check that:
- The planned outcomes remain realistically achievable;
- All the planned outcomes are not changed in scope, relationship or value;
- The main stakeholders remain committed and confident that outcomes will be achieved when planned;
- The plan for achieving outcomes is being pro-actively managed;
- This plan is actively monitored against agreed key performance indicators or performance measures and any problems are promptly addressed and resolved.
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 very large programmes of work, a business change manager will often coordinate the benefits realisation on behalf of the business areas owning those benefits.
About the Author:
Rob Llewellyn is an independent 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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