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 Office of Government Commerce (OGC) in the UK has MSP principles which include strong emphasis on Benefits Management (BM) with the following keys stages covered off:
A Benefits Management Process
The Benefits Management Strategy
Identifying Benefits
Quantifying Benefits
Benefit Profiles
The Modelling of Benefits
Benefits Realisation Plan
Reviewing Benefit Realisation
The Responsibilities for Benefits Managements
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.
We should continue to check that:
- The planned outcomes remain realistically achievable;
- The planned outcomes are not changed in scope, relationship or value;
- All the main stakeholders remain committed and confident that outcomes will be achieved when planned;
- The plan for achieving outcomes is being managed effectively;
- The plan is monitored against agreed performance measures/key performance indicators and any problems resolved promptly.
Where key benefits have been identified, such as increased efficiency or more effective service delivery, these should be actively managed in the same way. You must be able to define exactly what a benefit will deliver in a way that can be measured, within realistic timescales, costs and risks. Each benefit must be linked to planned outcomes and each benefit must be assigned to an owner who is accountable for its realisation.
For major programmes, there is likely to be a business change manager coordinating benefits realisation on behalf of the business areas owning the benefits. - 16890
The Office of Government Commerce (OGC) in the UK has MSP principles which include strong emphasis on Benefits Management (BM) with the following keys stages covered off:
A Benefits Management Process
The Benefits Management Strategy
Identifying Benefits
Quantifying Benefits
Benefit Profiles
The Modelling of Benefits
Benefits Realisation Plan
Reviewing Benefit Realisation
The Responsibilities for Benefits Managements
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.
We should continue to check that:
- The planned outcomes remain realistically achievable;
- The planned outcomes are not changed in scope, relationship or value;
- All the main stakeholders remain committed and confident that outcomes will be achieved when planned;
- The plan for achieving outcomes is being managed effectively;
- The plan is monitored against agreed performance measures/key performance indicators and any problems resolved promptly.
Where key benefits have been identified, such as increased efficiency or more effective service delivery, these should be actively managed in the same way. You must be able to define exactly what a benefit will deliver in a way that can be measured, within realistic timescales, costs and risks. Each benefit must be linked to planned outcomes and each benefit must be assigned to an owner who is accountable for its realisation.
For major programmes, there is likely to be a business change manager coordinating benefits realisation on behalf of the business areas owning the benefits. - 16890
About the Author:
Rob Llewellyn is an independent programme management consultant helping governments and leading organisations in Europe, the Middle East and Australia. Visit his blog to read more articles like the one above at www.llewellyn-group.com
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