Benefit realisation management: a practical guide to achieving benefits through change
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| Main Author: | |
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| Format: | Book |
| Language: | English |
| Published: |
Aldershot, Hants, England
Gower
2006
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| Subjects: | |
| Online Access: | Table of contents Inhaltsverzeichnis |
| Item Description: | Includes index. |
| Physical Description: | XX, 290 S. Ill. |
| ISBN: | 0566086875 |
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| 245 | 1 | 0 | |a Benefit realisation management |b a practical guide to achieving benefits through change |c Gerald Bradley |
| 246 | 1 | 3 | |a Benefit realization management |
| 264 | 1 | |a Aldershot, Hants, England |b Gower |c 2006 | |
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| 650 | 4 | |a Organizational change |x Management | |
| 650 | 4 | |a Reengineering (Management) | |
| 650 | 4 | |a Strategic planning | |
| 650 | 4 | |a Organizational effectiveness |x Evaluation | |
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|---|---|
| adam_text | Contents
List of Figures xiii
Acknowledgments xvii
Preface xix
PART I FUNDAMENTALS AND FOUNDATIONS OF BENEFIT REALISATION 1
1 Today s Biggest Challenge 3
1.1 Recent industry performance 3
1.2 So why endure the pain of change? 3
1.3 Cart before the horse 5
1.4 What UK managers say 5
1.5 The end in mind 6
1.6 Stakeholder commitment 6
1.7 Other reasons to start from the end become outcome driven 7
1.8 Change doesn t have to be like this 7
2 Stakeholders 9
2.1 Stakeholders what or who are they? 9
2.2 The importance of considering stakeholders 10
2.3 Identifying and classifying stakeholders 11
2.4 Stakeholder commitment 11
2.5 Stakeholder engagement 12
2.6 The workshop process 13
2.7 Influencing stakeholders beyond the control of the change 14
2.8 Communications strategy and stakeholder Management 14
2.9 Special stakeholders customers 16
3 Benefit Realisation 17
3.1 Different meanings of realisation 17
3.2 Realisation not forcible extraction 17
3.3 Realisation a team effort 18
3.4 Benefits what are they? 18
3.5 Route map to realisation the Benefits Map 19
3.6 Basis for benefit realisation people doing things differently 20
3.7 Responsibility for benefit realisation Benefit Owners 20
3.8 Benefit Profiles 21
3.9 Benefit Realisation Plans 21
3.10 Rewarding Benefit Realisation 22
vi Benefit Realisation Management
4 Overview of Benefit Realisation Management (BRM) 23
4.1 Definitions and scope 23
4.2 Why BRM is of increasing importance 25
4.3 Common issues addressed by BRM 27
4.4 How different stakeholders can benefit from BRM 28
4.5 The ROI from BRM 28
4.6 The Process for BRM 30
4.7 Phases within the BRM Process 31
4.8 Managing BRM information key BRM Documents 37
4.9 Is there an alternative to BRM? 37
5 Project and Programme Fundamentals 39
5.1 Change delivery mechanisms 39
5.2 Projects, programmes and the essentials of successful change 40
5.3 More complex situations 42
5.4 Justification, success criteria and timescales 43
5.5 Types of programme and project in relation to BRM 44
5.6 Attributes of a successful programme 45
5.7 Programme themes and structure 45
6 Some Key BRM Roles and Responsibilities 47
6.1 The goal for BRM 47
6.2 Benefits and benefit realisation management 48
6.3 Benefit accountability 49
6.4 Making the roles effective 51
6.5 Steering Group 52
6.6 Programme Board 52
6.7 Business Sponsor (or Senior Responsible Owner) 53
6.8 Programme Director 54
6.9 Programme Manager 55
6.10 Enabler Project Manager 55
6.11 Business Change manager 56
6.12 Business Unit Manager 57
6.13 Benefit Facilitator 58
6.14 Benefit Owner 59
7 Planning and Preparing for Success 61
7.1 The importance of preparation and planning 61
7.2 Recognising the starting point for BRM 62
7.3 Budgeting for BRM 63
7.4 The environment in which BRM will thrive 64
7.5 Adapting the BRM Process to fit the organisation 65
7.6 Encouraging a supportive culture 65
7.7 Acquiring skills and establishing an appropriate organisation 66
7.8 Review points gates • 67
7.9 Practicalities including software to support BRM 68
7.10 The Strategy for BRM 69
Contents vii
PART II APPLYING BRM TO THE ACHIEVEMENT OF A VISION 71
8 Vision and Objectives 73
8.1 What is a vision and why do we need one? 73
8.2 Related terminology 74
8.3 Receiving, determining and owning the vision 75
8.4 Documenting and communicating the vision 76
8.5 Mechanism for achieving the vision 77
8.6 Objectives and strategy maps 77
8.7 Bounding the change 80
8.8 Foundations for success 81
9 Benefits 83
9.1 Why consider benefits? 83
9.2 What is a benefit? 84
9.3 Benefit identification 85
9.4 Benefit classification 86
9.5 Benefits maps 92
9.6 Valuing benefits 97
9.7 Ranking benefits 100
9.8 Validating benefits 103
9.9 Repository for benefit related information 104
9.10 Avoidance of double counting and double claims 105
9.11 Disbenefits 105
10 Measures 107
10.1 Why measure? 107
10.2 What are measures and metrics? 108
10.3 Relationship between benefits and measures and changes 108
10.4 Measure attributes and categories 109
10.5 Good and bad measures characteristics of a good measure 111
10.6 Identifying measures 112
10.7 Setting targets 115
10.8 Measuring 116
10.9 Measures dashboard reporting measures 118
10.10 Measures Dictionary 119
10.11 Measure Owner 120
11 Identifying and Assessing Benefit Dependencies Changes 121
11.1 Fundamental dependencies 121
11.2 Identifying required enablers and changes 122
11.3 Processing the identified changes 125
11.4 Categorising and consolidating the changes 127
11.5 Prioritising the changes 128
11.6 Specifying the changes 128
11.7 Matching and costing the required new changes 130
11.8 Procuring enablers and services 130
viii Benefit Realisation Management
12 Structuring Change Delivery 133
12.1 Why and when do we need a formal change mechanism? 133
12.2 Projects and programmes 134
12.3 Establishing a programme 136
12.4 Programme structure 137
12.5 Programme Support Office 139
12.6 Initiating projects 140
12.7 Programme closure 140
13 Valuing, Assessing and Optimising the Whole Investment 143
13.1 The power of the visual 143
13.2 Representations of investment value 143
13.3 Investment assessment 144
14 The Time for Action Change Management 149
14.1 Attitudes to change 149
14.2 The blueprint basis for change 149
14.3 Responsibility for change 150
14.4 Strategy for implementing change 150
14.5 Sequencing change to maximise benefit realisation 150
14.6 Overcoming stakeholder resistance 151
15 Benefit Tracking and Reporting 153
15.1 Fundamentals of benefit tracking and reporting 153
15.2 Case example 154
15.3 Generating commitment to tracking 157
15.4 Benefit trajectories 159
16 Risks and Issues 161
16.1 Definitions and scope 161
16.2 Risk Register or Log 162
16.3 Risk Management 163
17 Governance, Programme Assurance and Gateways 165
17.1 Levels of governance 165
17.2 Scope of governance 166
17.3 Key review and decision points 167
17.4 Relationship between review structures and OGC gateways 169
18 BRM Related Documents 171
18.1 Transcending the documentation nightmare 171
18.2 Some useful templates basic charts, maps and tables 172
18.3 Document rationalisation 177
18.4 Descriptions of recommended documents 181
19 The Benefit Realisation Plan 189
19.1 How the different aspects of realisation match the evolving plan 189
19.2 Purpose of the Benefit Realisation Plan 190
Contents ix
19.3 Structure and content of the Benefit Realisation Plan 190
19.4 The information source for the BRP Benefit Profiles 191
19.5 The core of the Benefit Realisation Plan Maps 191
19.6 Developing the Benefit Realisation Plan 192
19.7 Who owns the Benefit Realisation Plan? 192
20 The Stakeholder Management Strategy and Plan 193
20.1 The purpose of Stakeholder Management 193
20.2 Responsibility for Stakeholder Management 193
20.3 The Content of the Stakeholder Management Strategy and Plan 194
20.4 Developing the Strategy and Plan 196
21 The Blueprint 197
21.1 What is a blueprint? 19 7
21.2 Why have a blueprint? 197
21.3 The scope of the blueprint 198
21.4 The content of the blueprint 198
21.5 Who is responsible and when should it be created? 199
22 The Business Case 201
22.1 Purpose of the business case 201
22.2 Structure of business case 202
22.3 Purpose of the change, and how it supports the organisation s mission 202
22.4 The value or worth of the investment, including assumptions and risks 203
22.5 The future business state or blueprint 204
22.6 How the blueprint is to be achieved, including options and costs 205
22.7 The financial assessment ROIs, payback and NPVs 205
22.8 Proposed mechanisms for benefit tracking and reporting 208
22.9 Programme organisation and governance structures 208
22.10 Progress to date milestone achievement 208
22.11 Issues for consideration and decision by the Review Board 209
23 The Change/BRM Process 211
23.1 The scope of the process 211
23.2 Phase 1 Set vision and objectives 213
23.3 Phase 2 Identify benefits and changes 214
23.4 Phase 3 Define initiatives 216
23.5 Phase 4 Optimise initiatives 218
23.6 Phase 5 Manage initiatives 219
23.7 Phase 6 Manage performance 220
PART III THE APPLICATION OF BRM TO PORTFOLIO MANAGEMENT 223
24 Maintaining an Optimum Change Portfolio 225
24.1 The purpose of portfolio management 225
24.2 Active portfolio management 225
24.3 Portfolio review factors 226
x Benefit Realisation Management
24.4 Portfolio Assessment Matrices 229
24.5 Responsibility for Portfolio Management 229
24.6 Enablers for Portfolio Management 230
PART IV EMBEDDING BRM WITHIN AN ORGANISATION 231
25 Embedding BRM Within an Organisation 233
25.1 Recognising it as a programme 233
25.2 Programme scope and content 234
25.3 Interfaces with other initiatives 235
25.4 Support for BRM 236
26 Prerequisites Culture and leadership 239
26.1 Importance of BRM acknowledgment without understanding 239
26.2 Overcoming attitudes which hinder benefit realisation 240
26.3 How to change the culture 242
26.4 The Benefit Maturity Index 243
27 Dangers of Giving Financial Values to Non Cashable Benefits 245
27.1 Why do people distort the truth in this way? 245
27.2 Some case examples 247
27.3 Benefits in the public sector 251
27.4 Consequences 251
28 How BRM Fits with Other Approaches 253
28.1 Is BRM new? 253
28.2 BRM and MSP 253
28.3 Balanced Business Scorecard 254
28.4 EFQM 255
28.5 Other techniques 255
28.6 Does BRM replace these other techniques? 255
29 Requirements for Software to Support the Process. 257
29.1 General requirements 257
29.2 Scope and architecture 258
29.3 Compatibility with the BRM process including reviews 258
29.4 Mapping requirements 259
29.5 Change delivery mechanisms 259
29.6 Analysis and consolidation 260
29.7 Measurement and tracking 260
29.8 Reporting dashboard 260
29.9 Portfolio management 260
29.10 Security 261
29.11 Recommendation 261
30 Case Examples 263
30.1 A public sector case example DVLA 263
Contents xi
30.2 The results of one man s extraordinary vision 266
31 In a Nutshell 267
31.1 Critical actions summarised 267
Glossary 273
Index 283
List of Figures
2.1 Information gathering sources and areas of focus 14
2.2 Influence attitude grid 15
3.1 A simple benefit linkage 19
3.2 Benefits Map to achieve increased sales revenue 20
4.1 Focus on the real goal the end point 24
4.2 The relationship between BRM and other management disciplines 25
4.3 How the decades of computing have impacted benefit realisation 26
4.4 How BRM helps in 25 problem situations 27
4.5 Benefits and disbenefits of BRM by stakeholder 28
4.6 ROI of BRM based on start time 29
4.7 The high level change process 31
4.8 Strategy Map with three primary objectives 32
4.9 Benefits Map for To reduce crime 33
4.10 Benefits Map for To reduce crime , with weighted paths and benefit scores 34
4.11 Benefit Dependency Map for To reduce crime with weighted paths and benefit
scores 35
4.12 Why measurement can be difficult 38
5.1 Basis for benefits the whole business investment 41
5.2 Multiple yolked eggs how enablers support three related objectives 43
6.1 Focus on the real goal the end point 48
6.2 Roles and structure for benefit realisation 49
6.3 The Benefit Facilitator role 50
6.4 Profile of BRM effort over programme life cycle 59
7.1 Different starting points for BRM 63
7.2 Essential components to support the application of BRM 64
7.3 Change process with review points 68
8.1 Strategy map for embedding BRM within an organisation 78
8.2 Strategy map with primary objectives and programme boundary marked 79
8.3 Strategy map for Pharmaceutical Document Management Programme 80
9.1 Benefit Distribution Matrix for an oil refinery project 87
9.2 Benefit Distribution Matrix for embedding BRM within an organisation 87
9.3 Benefit by business impact based on Boston Grid 89
9.4 sigma Value Types 91
9.5 Benefits map for increased sales contribution 92
9.6 End benefits which are multiplicative 93
9.7 End benefits which are additive 93
9.8 End benefits related to process 94
9.9 Alternative end benefits for To reduce the number of crimes 95
9.10 Combining two possible sets of end benefits for to reduce crime 95
9.11 Benefits map for To reduce crime 96
xiv Benefit Realisation Management
9.12 Why fewer steps in a process should not be assigned a financial value 99
9.13 Ranking/weighting objectives 101
9.14 Benefits map with weighted paths and scores 101
9.15 Benefits map with weighted paths and residual scores 103
10.1 Measure predictions HO
10.2 Benefit measure contributions HO
10.3 Characteristics of good measures 112
10.4 Measure predictions 115
11.1 BDM for To increase programme ROIs 123
11.2 Benefits and the changes on which they depend 124
11.3 BDM with circular loop 125
11.4 A BDM with weightings 129
12.1 A simple Benefit Dependency map 135
12.2 A BDM with two projects 135
12.3 A generic programme organisation 138
12.4 Generic programme structure 139
13.1 Investment Assessment Matrix by business impact and value type 145
13.2 Investment assessment benefits by beneficiary and business impact 145
13.3 Investment assessment checking the degree of transformation 146
13.4 Using benefits to select enabler options 147
14.1 Overcoming stakeholder resistance 152
15.1 Benefit linkage chart for increased sales revenue 154
15.2 Measures with baselines, targets and improvement timescales 156
15.3 Five trajectories for benefits from the case example 159
15.4 Integrated trajectory for Fewer errors per 100 sales 160
15.5 Integrated trajectory for Fewer errors per 100 sales 160
17.1 Change process with review points 167
17.2 Relationships between review structures 169
18.1 Strategy map for Embedding BRM in an organisation 173
18.2 Benefits map for Maintaining an optimum portfolio 173
18.3 Benefit Dependency map for Maintaining an optimum portfolio 174
18.4 Benefit Profile 176
18.5 Cost, benefit and net value trajectories 177
18.6 Common documents grouped by theme and phase (table) 179
18.7 Common documents grouped by theme and phase (chart) 181
20.1 Stakeholder Interest Matrix 194
20.2 Benefit Distribution Matrix for embedding BRM within an organisation 195
21.1 An early high level view of the blueprint 198
22.1 Investment Assessment Matrix by business impact and value type 204
22.2 Some financial benefits resulting from reduced crime 206
22.3 Net benefit trajectory for reduced crime (table) 206
22.4 Net benefit trajectory for reduced crime (graph) 207
23.1 Change process with review points 212
23.2 How sigma s six phased approach relates to other schemes 212
23.3 Phase 1 Set vision and objectives 214
23.4 Phase 2 Identify benefits and changes 217
23.5 Phase 3 Define initiatives 219
List of Figures xv
23.6 Phase 4 Optimise initiatives 220
23.7 Phase 5 Manage initiatives 221
23.8 Phase 6 Manage performance 222
24.1 Programmes/projects by type of organisational impact 228
24.2 Impact of change by stakeholder and by programme 229
24.3 Example of a Portfolio Assessment Matrix 230
25.1 Embedding BRM within an organisation 234
25.2 Strategy for embedding BRM within an organisation 234
25.3 BDM for To maintain an optimum portfolio 235
25.4 Stakeholder change matrix 236
27.1 Why fewer steps in a process should not be assigned a financial value 247
27.2 Benefit linkage chart for increased sales revenue 248
27.3 Investment Assessment Matrix showing benefits by business impact and sigma
Value Type 250
29.1 The relationship between BRM and other management disciplines 258
29.2 Possible architecture for the BRM software 259
|
| adam_txt |
Contents
List of Figures xiii
Acknowledgments xvii
Preface xix
PART I FUNDAMENTALS AND FOUNDATIONS OF BENEFIT REALISATION 1
1 Today's Biggest Challenge 3
1.1 Recent industry performance 3
1.2 So why endure the pain of change? 3
1.3 Cart before the horse 5
1.4 What UK managers say 5
1.5 The end in mind 6
1.6 Stakeholder commitment 6
1.7 Other reasons to start from the end become outcome driven 7
1.8 Change doesn't have to be like this 7
2 Stakeholders 9
2.1 Stakeholders what or who are they? 9
2.2 The importance of considering stakeholders 10
2.3 Identifying and classifying stakeholders 11
2.4 Stakeholder commitment 11
2.5 Stakeholder engagement 12
2.6 The workshop process 13
2.7 Influencing stakeholders beyond the control of the change 14
2.8 Communications strategy and stakeholder Management 14
2.9 Special stakeholders customers 16
3 Benefit Realisation 17
3.1 Different meanings of realisation 17
3.2 Realisation not forcible extraction 17
3.3 Realisation a team effort 18
3.4 Benefits what are they? 18
3.5 Route map to realisation the Benefits Map 19
3.6 Basis for benefit realisation people doing things differently 20
3.7 Responsibility for benefit realisation Benefit Owners 20
3.8 Benefit Profiles 21
3.9 Benefit Realisation Plans 21
3.10 Rewarding Benefit Realisation 22
vi Benefit Realisation Management
4 Overview of Benefit Realisation Management (BRM) 23
4.1 Definitions and scope 23
4.2 Why BRM is of increasing importance 25
4.3 Common issues addressed by BRM 27
4.4 How different stakeholders can benefit from BRM 28
4.5 The ROI from BRM 28
4.6 The Process for BRM 30
4.7 Phases within the BRM Process 31
4.8 Managing BRM information key BRM Documents 37
4.9 Is there an alternative to BRM? 37
5 Project and Programme Fundamentals 39
5.1 Change delivery mechanisms 39
5.2 Projects, programmes and the essentials of successful change 40
5.3 More complex situations 42
5.4 Justification, success criteria and timescales 43
5.5 Types of programme and project in relation to BRM 44
5.6 Attributes of a successful programme 45
5.7 Programme themes and structure 45
6 Some Key BRM Roles and Responsibilities 47
6.1 The goal for BRM 47
6.2 Benefits and benefit realisation management 48
6.3 Benefit accountability 49
6.4 Making the roles effective 51
6.5 Steering Group 52
6.6 Programme Board 52
6.7 Business Sponsor (or Senior Responsible Owner) 53
6.8 Programme Director 54
6.9 Programme Manager 55
6.10 Enabler Project Manager 55
6.11 Business Change manager 56
6.12 Business Unit Manager 57
6.13 Benefit Facilitator 58
6.14 Benefit Owner 59
7 Planning and Preparing for Success 61
7.1 The importance of preparation and planning 61
7.2 Recognising the starting point for BRM 62
7.3 Budgeting for BRM 63
7.4 The environment in which BRM will thrive 64
7.5 Adapting the BRM Process to fit the organisation 65
7.6 Encouraging a supportive culture 65
7.7 Acquiring skills and establishing an appropriate organisation 66
7.8 Review points gates • 67
7.9 Practicalities including software to support BRM 68
7.10 The Strategy for BRM 69
Contents vii
PART II APPLYING BRM TO THE ACHIEVEMENT OF A VISION 71
8 Vision and Objectives 73
8.1 What is a vision and why do we need one? 73
8.2 Related terminology 74
8.3 Receiving, determining and owning the vision 75
8.4 Documenting and communicating the vision 76
8.5 Mechanism for achieving the vision 77
8.6 Objectives and strategy maps 77
8.7 Bounding the change 80
8.8 Foundations for success 81
9 Benefits 83
9.1 Why consider benefits? 83
9.2 What is a benefit? 84
9.3 Benefit identification 85
9.4 Benefit classification 86
9.5 Benefits maps 92
9.6 Valuing benefits 97
9.7 Ranking benefits 100
9.8 Validating benefits 103
9.9 Repository for benefit related information 104
9.10 Avoidance of double counting and double claims 105
9.11 Disbenefits 105
10 Measures 107
10.1 Why measure? 107
10.2 What are measures and metrics? 108
10.3 Relationship between benefits and measures and changes 108
10.4 Measure attributes and categories 109
10.5 Good and bad measures characteristics of a good measure 111
10.6 Identifying measures 112
10.7 Setting targets 115
10.8 Measuring 116
10.9 Measures dashboard reporting measures 118
10.10 Measures Dictionary 119
10.11 Measure Owner 120
11 Identifying and Assessing Benefit Dependencies Changes 121
11.1 Fundamental dependencies 121
11.2 Identifying required enablers and changes 122
11.3 Processing the identified changes 125
11.4 Categorising and consolidating the changes 127
11.5 Prioritising the changes 128
11.6 Specifying the changes 128
11.7 Matching and costing the required new changes 130
11.8 Procuring enablers and services 130
viii Benefit Realisation Management
12 Structuring Change Delivery 133
12.1 Why and when do we need a formal change mechanism? 133
12.2 Projects and programmes 134
12.3 Establishing a programme 136
12.4 Programme structure 137
12.5 Programme Support Office 139
12.6 Initiating projects 140
12.7 Programme closure 140
13 Valuing, Assessing and Optimising the Whole Investment 143
13.1 The power of the visual 143
13.2 Representations of investment value 143
13.3 Investment assessment 144
14 The Time for Action Change Management 149
14.1 Attitudes to change 149
14.2 The blueprint basis for change 149
14.3 Responsibility for change 150
14.4 Strategy for implementing change 150
14.5 Sequencing change to maximise benefit realisation 150
14.6 Overcoming stakeholder resistance 151
15 Benefit Tracking and Reporting 153
15.1 Fundamentals of benefit tracking and reporting 153
15.2 Case example 154
15.3 Generating commitment to tracking 157
15.4 Benefit trajectories 159
16 Risks and Issues 161
16.1 Definitions and scope 161
16.2 Risk Register or Log 162
16.3 Risk Management 163
17 Governance, Programme Assurance and Gateways 165
17.1 Levels of governance 165
17.2 Scope of governance 166
17.3 Key review and decision points 167
17.4 Relationship between review structures and OGC gateways 169
18 BRM Related Documents 171
18.1 Transcending the documentation nightmare 171
18.2 Some useful templates basic charts, maps and tables 172
18.3 Document rationalisation 177
18.4 Descriptions of recommended documents 181
19 The Benefit Realisation Plan 189
19.1 How the different aspects of realisation match the evolving plan 189
19.2 Purpose of the Benefit Realisation Plan 190
Contents ix
19.3 Structure and content of the Benefit Realisation Plan 190
19.4 The information source for the BRP Benefit Profiles 191
19.5 The core of the Benefit Realisation Plan Maps 191
19.6 Developing the Benefit Realisation Plan 192
19.7 Who owns the Benefit Realisation Plan? 192
20 The Stakeholder Management Strategy and Plan 193
20.1 The purpose of Stakeholder Management 193
20.2 Responsibility for Stakeholder Management 193
20.3 The Content of the Stakeholder Management Strategy and Plan 194
20.4 Developing the Strategy and Plan 196
21 The Blueprint 197
21.1 What is a blueprint? 19 7
21.2 Why have a blueprint? 197
21.3 The scope of the blueprint 198
21.4 The content of the blueprint 198
21.5 Who is responsible and when should it be created? 199
22 The Business Case 201
22.1 Purpose of the business case 201
22.2 Structure of business case 202
22.3 Purpose of the change, and how it supports the organisation's mission 202
22.4 The value or worth of the investment, including assumptions and risks 203
22.5 The future business state or blueprint 204
22.6 How the blueprint is to be achieved, including options and costs 205
22.7 The financial assessment ROIs, payback and NPVs 205
22.8 Proposed mechanisms for benefit tracking and reporting 208
22.9 Programme organisation and governance structures 208
22.10 Progress to date milestone achievement 208
22.11 Issues for consideration and decision by the Review Board 209
23 The Change/BRM Process 211
23.1 The scope of the process 211
23.2 Phase 1 Set vision and objectives 213
23.3 Phase 2 Identify benefits and changes 214
23.4 Phase 3 Define initiatives 216
23.5 Phase 4 Optimise initiatives 218
23.6 Phase 5 Manage initiatives 219
23.7 Phase 6 Manage performance 220
PART III THE APPLICATION OF BRM TO PORTFOLIO MANAGEMENT 223
24 Maintaining an Optimum Change Portfolio 225
24.1 The purpose of portfolio management 225
24.2 Active portfolio management 225
24.3 Portfolio review factors 226
x Benefit Realisation Management
24.4 Portfolio Assessment Matrices 229
24.5 Responsibility for Portfolio Management 229
24.6 Enablers for Portfolio Management 230
PART IV EMBEDDING BRM WITHIN AN ORGANISATION 231
25 Embedding BRM Within an Organisation 233
25.1 Recognising it as a programme 233
25.2 Programme scope and content 234
25.3 Interfaces with other initiatives 235
25.4 Support for BRM 236
26 Prerequisites Culture and leadership 239
26.1 Importance of BRM acknowledgment without understanding 239
26.2 Overcoming attitudes which hinder benefit realisation 240
26.3 How to change the culture 242
26.4 The Benefit Maturity Index 243
27 Dangers of Giving Financial Values to Non Cashable Benefits 245
27.1 Why do people distort the truth in this way? 245
27.2 Some case examples 247
27.3 Benefits in the public sector 251
27.4 Consequences 251
28 How BRM Fits with Other Approaches 253
28.1 Is BRM new? 253
28.2 BRM and MSP 253
28.3 Balanced Business Scorecard 254
28.4 EFQM 255
28.5 Other techniques 255
28.6 Does BRM replace these other techniques? 255
29 Requirements for Software to Support the Process. 257
29.1 General requirements 257
29.2 Scope and architecture 258
29.3 Compatibility with the BRM process including reviews 258
29.4 Mapping requirements 259
29.5 Change delivery mechanisms 259
29.6 Analysis and consolidation 260
29.7 Measurement and tracking 260
29.8 Reporting dashboard 260
29.9 Portfolio management 260
29.10 Security 261
29.11 Recommendation 261
30 Case Examples 263
30.1 A public sector case example DVLA 263
Contents xi
30.2 The results of one man's extraordinary vision 266
31 In a Nutshell 267
31.1 Critical actions summarised 267
Glossary 273
Index 283
List of Figures
2.1 Information gathering sources and areas of focus 14
2.2 Influence attitude grid 15
3.1 A simple benefit linkage 19
3.2 Benefits Map to achieve 'increased sales revenue' 20
4.1 Focus on the real goal the end point 24
4.2 The relationship between BRM and other management disciplines 25
4.3 How the decades of computing have impacted benefit realisation 26
4.4 How BRM helps in 25 problem situations 27
4.5 Benefits and disbenefits of BRM by stakeholder 28
4.6 ROI of BRM based on start time 29
4.7 The high level change process 31
4.8 Strategy Map with three primary objectives 32
4.9 Benefits Map for 'To reduce crime' 33
4.10 Benefits Map for 'To reduce crime', with weighted paths and benefit scores 34
4.11 Benefit Dependency Map for 'To reduce crime' with weighted paths and benefit
scores 35
4.12 Why measurement can be difficult 38
5.1 Basis for benefits the whole business investment 41
5.2 Multiple yolked eggs how enablers support three related objectives 43
6.1 Focus on the real goal the end point 48
6.2 Roles and structure for benefit realisation 49
6.3 The Benefit Facilitator role 50
6.4 Profile of BRM effort over programme life cycle 59
7.1 Different starting points for BRM 63
7.2 Essential components to support the application of BRM 64
7.3 Change process with review points 68
8.1 Strategy map for embedding BRM within an organisation 78
8.2 Strategy map with primary objectives and programme boundary marked 79
8.3 Strategy map for Pharmaceutical Document Management Programme 80
9.1 Benefit Distribution Matrix for an oil refinery project 87
9.2 Benefit Distribution Matrix for embedding BRM within an organisation 87
9.3 Benefit by business impact based on Boston Grid 89
9.4 sigma Value Types 91
9.5 Benefits map for increased sales contribution 92
9.6 End benefits which are multiplicative 93
9.7 End benefits which are additive 93
9.8 End benefits related to process 94
9.9 Alternative end benefits for 'To reduce the number of crimes' 95
9.10 Combining two possible sets of end benefits for'to reduce crime' 95
9.11 Benefits map for'To reduce crime' 96
xiv Benefit Realisation Management
9.12 Why 'fewer steps in a process' should not be assigned a financial value 99
9.13 Ranking/weighting objectives 101
9.14 Benefits map with weighted paths and scores 101
9.15 Benefits map with weighted paths and residual scores 103
10.1 Measure predictions HO
10.2 Benefit measure contributions HO
10.3 Characteristics of good measures 112
10.4 Measure predictions 115
11.1 BDM for'To increase programme ROIs' 123
11.2 Benefits and the changes on which they depend 124
11.3 BDM with circular loop 125
11.4 A BDM with weightings 129
12.1 A simple Benefit Dependency map 135
12.2 A BDM with two projects 135
12.3 A generic programme organisation 138
12.4 Generic programme structure 139
13.1 Investment Assessment Matrix by business impact and value type 145
13.2 Investment assessment benefits by beneficiary and business impact 145
13.3 Investment assessment checking the degree of transformation 146
13.4 Using benefits to select enabler options 147
14.1 Overcoming stakeholder resistance 152
15.1 Benefit linkage chart for'increased sales revenue' 154
15.2 Measures with baselines, targets and improvement timescales 156
15.3 Five trajectories for benefits from the case example 159
15.4 Integrated trajectory for 'Fewer errors per 100 sales' 160
15.5 Integrated trajectory for 'Fewer errors per 100 sales' 160
17.1 Change process with review points 167
17.2 Relationships between review structures 169
18.1 Strategy map for'Embedding BRM in an organisation' 173
18.2 Benefits map for'Maintaining an optimum portfolio' 173
18.3 Benefit Dependency map for'Maintaining an optimum portfolio' 174
18.4 Benefit Profile 176
18.5 Cost, benefit and net value trajectories 177
18.6 Common documents grouped by theme and phase (table) 179
18.7 Common documents grouped by theme and phase (chart) 181
20.1 Stakeholder Interest Matrix 194
20.2 Benefit Distribution Matrix for embedding BRM within an organisation 195
21.1 An early high level view of the blueprint 198
22.1 Investment Assessment Matrix by business impact and value type 204
22.2 Some financial benefits resulting from 'reduced crime' 206
22.3 Net benefit trajectory for 'reduced crime' (table) 206
22.4 Net benefit trajectory for 'reduced crime' (graph) 207
23.1 Change process with review points 212
23.2 How sigma s six phased approach relates to other schemes 212
23.3 Phase 1 Set vision and objectives 214
23.4 Phase 2 Identify benefits and changes 217
23.5 Phase 3 Define initiatives 219
List of Figures xv
23.6 Phase 4 Optimise initiatives 220
23.7 Phase 5 Manage initiatives 221
23.8 Phase 6 Manage performance 222
24.1 Programmes/projects by type of organisational impact 228
24.2 Impact of change by stakeholder and by programme 229
24.3 Example of a Portfolio Assessment Matrix 230
25.1 Embedding BRM within an organisation 234
25.2 Strategy for embedding BRM within an organisation 234
25.3 BDM for 'To maintain an optimum portfolio' 235
25.4 Stakeholder change matrix 236
27.1 Why 'fewer steps in a process' should not be assigned a financial value 247
27.2 Benefit linkage chart for 'increased sales revenue' 248
27.3 Investment Assessment Matrix showing benefits by business impact and sigma
Value Type 250
29.1 The relationship between BRM and other management disciplines 258
29.2 Possible architecture for the BRM software 259 |
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| index_date | 2024-07-02T15:16:31Z |
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| spelling | Bradley, Gerald Verfasser aut Benefit realisation management a practical guide to achieving benefits through change Gerald Bradley Benefit realization management Aldershot, Hants, England Gower 2006 XX, 290 S. Ill. txt rdacontent n rdamedia nc rdacarrier Includes index. Organizational change Management Reengineering (Management) Strategic planning Organizational effectiveness Evaluation Cost effectiveness Strategisches Management (DE-588)4124261-0 gnd rswk-swf Return on Investment (DE-588)4049628-4 gnd rswk-swf Effizienz (DE-588)4013585-8 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf Organisationswandel (DE-588)4075693-2 gnd rswk-swf Return on Investment (DE-588)4049628-4 s Organisationswandel (DE-588)4075693-2 s Strategisches Management (DE-588)4124261-0 s 1\p DE-604 Strategische Planung (DE-588)4309237-8 s Effizienz (DE-588)4013585-8 s 2\p DE-604 http://www.loc.gov/catdir/toc/ecip065/2005037631.html Table of contents HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014912433&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Bradley, Gerald Benefit realisation management a practical guide to achieving benefits through change Organizational change Management Reengineering (Management) Strategic planning Organizational effectiveness Evaluation Cost effectiveness Strategisches Management (DE-588)4124261-0 gnd Return on Investment (DE-588)4049628-4 gnd Effizienz (DE-588)4013585-8 gnd Strategische Planung (DE-588)4309237-8 gnd Organisationswandel (DE-588)4075693-2 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4049628-4 (DE-588)4013585-8 (DE-588)4309237-8 (DE-588)4075693-2 |
| title | Benefit realisation management a practical guide to achieving benefits through change |
| title_alt | Benefit realization management |
| title_auth | Benefit realisation management a practical guide to achieving benefits through change |
| title_exact_search | Benefit realisation management a practical guide to achieving benefits through change |
| title_exact_search_txtP | Benefit realisation management a practical guide to achieving benefits through change |
| title_full | Benefit realisation management a practical guide to achieving benefits through change Gerald Bradley |
| title_fullStr | Benefit realisation management a practical guide to achieving benefits through change Gerald Bradley |
| title_full_unstemmed | Benefit realisation management a practical guide to achieving benefits through change Gerald Bradley |
| title_short | Benefit realisation management |
| title_sort | benefit realisation management a practical guide to achieving benefits through change |
| title_sub | a practical guide to achieving benefits through change |
| topic | Organizational change Management Reengineering (Management) Strategic planning Organizational effectiveness Evaluation Cost effectiveness Strategisches Management (DE-588)4124261-0 gnd Return on Investment (DE-588)4049628-4 gnd Effizienz (DE-588)4013585-8 gnd Strategische Planung (DE-588)4309237-8 gnd Organisationswandel (DE-588)4075693-2 gnd |
| topic_facet | Organizational change Management Reengineering (Management) Strategic planning Organizational effectiveness Evaluation Cost effectiveness Strategisches Management Return on Investment Effizienz Strategische Planung Organisationswandel |
| url | http://www.loc.gov/catdir/toc/ecip065/2005037631.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014912433&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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