1. Neil White
Managing Director – ChangeVista Ltd
07890397046
Benefits Management
to enable change
APM – North East Branch
27th
January 2014
2. Neil White Change Management Specialist
>20 yrs RAF (System Engineering+)
Change Management for >20yrs
Business Improvement (SEI CMMI) -
Assessment and Services Lead
Transformation Change Manager
Benefits & Business Change
MSc Change Management
‘an ardent believer that the ability to change is more
important than the required changes themselves’
Association for Project Management (APM)
Enabling Change SIG – Change Futures Pillar lead
Benefits Management SIG - Secretary
3. Benefits Management SIG
‘To develop and promote benefits
management as a core driver of
successful project, programme
portfolio and change management’
4. The SIG’s mission is ‘to improve
the change capability of
organisations, teams and
individuals’
Enabling Change SIG
5. ‘my standpoint is that although
outcomes are greatly improved through
the application of each one of these
disciplines – they become particularly
effective when implemented together’
6. ‘the only constant in
life is change itself’
The simple truth about change
Herakleitos of Ephesus
(c.535 BC -475 BC)
Greek philosopher
10. Mistake #1 – Starting too late
Mistake #2 – No winning strategy
Mistake #3 – Fanfare
Mistake #4 – Employees hear it from the media first
Mistake #5 – Failure to make a compelling and urgent case for change
Mistake #6 – Only focusing on the rational elements
Mistake #7 – Not dealing proactively with resistance
Mistake #8 – Lack of communication
Mistake #9 – Not enough leadership
Mistake #10 – Ignoring current corporate culture
Mistake #11 – Failure to understand and shape the informal organization
Mistake #12 – Not involving the employees
Mistake #13 – Over-reliance on structure and systems to change behavior
Mistake #14 – Failure to distinguish between decision-driven & behavior
dependent change
Mistake #15 – Lack of skills and resources
Mistake #16 – Focusing only on the long term
Mistake #17 – Failing to plan small successive successes
Mistake #18 – Using the wrong indicators to measure progress
Mistake #19– Assuming that change is complete once initial goals are achieved
Mistake #20 – Excessively open-ended process
http://www.torbenrick.eu/blog/
11. My change management observations
Management agenda – underestimation of what is
required to achieve a successful outcome
A cultural inability for staff and management to talk
An inability or willingness to learn from experience
Inappropriate change management approaches
Poor to non-existent appreciation of stakeholder
needs
Failure to recognize the importance of roles
The knowing-doing gap
John Thorpe - MOVING BEYOND
WORDS TO ACTION (August 2008)
14. Need for
Change
Change
Behavior
Change
Direction
Change
Sustainability
1. Establish a
Sense of
Urgency
2. Form a
Powerful
Guiding
Coalition
3. Create a
Vision
4.
Communicate
the Vision
5. Empower
Others to Act
on the Vision
6. Plan for
and Create
Short Term
Wins
7. Consolidate
Improvement
s & Produce
More Change
8.
Institutionalize
New
Approaches
Committed
Leadership
Kotter's Eight Phases of Change
15. Change
Sustainability
Change
Behavior
Change
Direction
Need for
Change
Kotter's Eight Phases of Change
1. Establish a Sense of Urgency
2. Create a Guiding Coalition
3. Develop a Vision & Strategy
4. Communicate the Change Vision
5. Empower Action
6. Generate Short-Term Wins
7. Consolidate Gains & Produce More Change
8. Anchor New Approaches
16. The ADKAR Model helps organisations understand change
from the position of both individuals and groups
Source: Prosci ADKAR Model
Awareness
Desire
Knowledge
Ability
Reinforcement
ADKAR Change Model
• Understand the need for change
• Understand nature of the change
• Sustain the change
• Build a culture and competence around change
• How to change
• Implement new skills and behaviors
• Support the change
• Participate and engage
• Implement the change
• Demonstrate performance
17. Lewin’s Three Stage change process is a simple framework
in which to understand and manage organisational change
Ensures that
employees are
ready for change
Unfreeze
Execute the
intended change
Change
Ensures that the
change becomes
permanent
Refreeze
Lewin, K (1952) Field Theory in Social Science
Kurt Lewin’s change model
22. Question:
What do each of these change models
have in common?
Answer:
An appreciation that people matter,
context matters, engaging with the
change process matters, knowledge of
the change matters
What can we understand from these models?
23. Communication: what to say, when to
say it, who to say it to
Engagement: opportunity to establish
meaningful stakeholder relationships
Method: people knowing what to do
and when it should be done
Key Change Enablers
Accountability: people knowing who is
responsible and for what
25. Having identified the key reasons for
poor change performance (outcomes)
and how change models have been
developed to help mitigate them, my aim
now is to show how Benefits Realization
Management (BRM) can overcome them
28. Align benefits with strategy
Start with the end in mind
Utilize successful delivery methods
Integrate benefits with performance management
Manage benefits from a portfolio perspective
Apply effective governance
Develop a value culture
Benefits Management - 7 Principles
29. The centrality of BRM
Benefit
Realisation
Management
Benefits
Identifies &
analysis
Plans
Highlights
dependencies
Stakeholders
Engages
Reviews &
Governance
Vision or
End Goal
Establishes
Enablers &
Business Change
Defines
requirements
Blueprint
Shapes
Roles
Clarifies
Business
Case
Informs
Delivery
Structures
Qualifies
Risks Identifies
Measures
Determines,
tracks & reports
Drives
Benefits Realisation Management, Gerald Bradley, Gower
30. An overview of the BRM Process
The BRM process provides assurance that
an organisation’s investment in change
stays aligned to its strategic goals
Vision
Strategic
Objectives
Functional
Objectives
Manage
Benefits
Changes
But BRM brings much more
to the change process…….
33. Positioning of related disciplines
The order of precedence shown here
ensures that the resulting organizational
changes meet the required business
needs
35. What it boils down to is that BRM is best
implemented with a Change
Management mindset and Change
Management should seek to capitalise
on the opportunities provides by BRM
I am here not as an expert speaker but someone who is excited about BM as credible answer to many problems with change.
Here to share that excitement and hopefully get you excited too.
Not hidden in the various texts but frequently over looked for its utility in supporting change
Our aim with change is to realise the benefits – nothing more and nothing less
It is ironic that a significant element of the solution can be found within the benefits method itself
Too many compromises – decided to cut my own furrow
Somebody has to occupy the ideal position
During my CMMI days I conducted 100’s of interviews with project management personnel and have only recently understood how we were getting it wrong in those days. The Mantra was follow the process and don’t deviate. With the caveat that you could fix the process if it didn’t work. But insufficient process performance accountability and uber-bureaucracy meant that people became disenfranchised from their way of working.
A product of learning and experience
Passionate about change and want to see it succeed
Not enamoured by change industry
My motto where possible is of the people for the people
This is with an understanding that a successful project is one that realises the expected benefits and the organisation changeability is enhanced rather than degraded.
Change has been with us for very many years and is here to stay.
Above all it is important to recognise this simple fact!
But it is becoming increasingly prevalent and far-reaching.
And if this is true we might as be as good at it as we can be!
If we do have to change lets do it right and embrace it as an opportunity.
Things that can be improved through the change process:
Trust
Relationships
Improved ways of working
Sense of being valued
Amount and Quality of individual contribution
Respect for our respective roles and each other
My own perspective is one of optimism coloured with dashes of pragmatism and idealism.
In this presentation I would like to identify some of the common change management problems
Present and discuss aspects of specific change models which seek to make sense of change set change management expectations
Describe how BRM can help overcome many change related problems and thereby help assure successful outcomes are achieved
Know who I am presenting to – for now and future events.
Who does what? Please put your hands up at least once – if you have more that one role then please hands up it
Show of hands – count and record
Can we capture a few of the problems and issues you face on a day to day basis?
In your experience, ‘what are the problems you have encountered where change is concerned’?
Lets try to understand if BM could have helped overcome that problem………….
For information only – the red ones are those that I think BRM addresses
1 – trying to do it on the cheap – little investment in money, time and other resources
2 - The likely problems are known as are the required solutions – but the wrong things are done anyway – John Thorpe paper reference.
3 – Trust, openess, confidence, lack of knowledge, fear
We must be wary of change models - but they have been developed with a view to addressing known problems
Remembering that all models are, to a certain degree, wrong but some are useful….
All change is highly contextual – to be of any use models have to be contextualized
Included for neatness – and you can re-use this yourselves
5 types of inflexibility
Each person deals with change in their own way – uniquely
Aim here is to flatten the curve
In one shape or another we have heard it all before.
We know what the problems are and we know how to solve them – what is/was needed was a platform and framework in which to work in
– BRM can provide that framework
People matter – not only do they matter they are the single most important driver for successful change
People need goals and methods that they can trust and contribute to – everybody needs to make sense of change
People need to relate to and engage with all phases of the change lifecycle
I can distil this down further
Communication
Engagement opportunity
Appropriate methodology (framework)
And this is where BRM comes in.
Able to bring sunshine into all of our lives.
Nuff said!
Identify & quantify – workshops benefits and non-benefits & quantify to increase accuracy
Value & appraise – financial & non-financial benefits – cost benefit analysis – frameworks at org level
Plan – validate, prioritise, pretransition planning, benefit measures. Leading and Lagging. Before during and after, stakeholder engagement, Accountability and and transparency of BRM. Mitigation of disbenefits
Realize – benefits tracking and reporting – trend analysis.
Review – review is a constant. Major stages reviews. Linked to project Gate process. Achieve lessons learned. Process improvement, forecasting improvement
Identify & quantify – workshops benefits and non-benefits & quantify to increase accuracy
Value & appraise – financial & non-financial benefits – cost benefit analysis – frameworks at org level
Plan – validate, prioritise, pretransition planning, benefit measures. Leading and Lagging. Before during and after, stakeholder engagement, Accountability and and transparency of BRM. Mitigation of disbenefits
Realize – benefits tracking and reporting – trend analysis.
Review – review is a constant. Major stages reviews. Linked to project Gate process. Achieve lessons learned. Process improvement, forecasting improvement
Align benefits with strategy – ensure benefits are realised evidence meeting of strategic objectives
Start with the end in mind – ensure that projects and programmes are focussed on the delivery of benefits
Utilize successful delivery methods – prince2/MSP/ unsuccessful delivery = no or limited benefits
Integrate benefits with performance management – for efficiency and limit overhead and use of real operational data
Manage Benefits from a portfolio perspective – benefits management is more effective if used on whole portfolio of change projects. Limits double counting. Lessons learned and communicated. Consistency.
Apply effective governance – evidence that we are doing the right thing the right way. Clarity. Aligned. Even handed
Develop a value culture – people understand the importance of business value and benefit and not simply change for changes sake i.e. New process or IT system.
Another process view of the end-to-end thread that BRM provides between an organisations vision and strategic objectives through to the realisation of the required benefits
BRM enables:
An unambiguous view of an organisation’s challenges and their response to them
Effective resource management
Changes are focused only on beneficial change
Informed decision making
Investment in change to be tailored to meet business need
Informed Prioritization of benefits and change initiatives
Effective stakeholder engagement
Meaningful accountable and ownership of change outcomes
It is never to too late to apply benefits management thinking to a change initiative – but the earlier and more effectively it is done the better
Portfolio of projects and programmes
Real data is needed to tune the portfolio for maximum efficiency against business needs
Tuning means prioritising objectives, benefits, changes (options)
3P [initiatives]
Change Management needs ‘anchor points’ and structure upon which people can rationalise change and the related change activities for themselves
BRM provides the context, focus, sense of purpose and engagement opportunities that make sense and provide a framework for Change Management
I am excited because I know that BM is the answer to many problems with change.
Here to share that excitement and hopefully get you excited too.
Not hidden in the various texts but frequently over looked for its utility in supporting change
Our aim with change is to realise the benefits – nothing more and nothing less
It is ironic that a significant element of the solution can be found within the benefits method itself
