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British Computer Society 19 March 2007

British Computer Society 19 March 2007. 'Embedding Benefit Realisation Management – Friends Provident’s experiences. Ann Watts – Head of Business Development sigma. APPROACH TO EMBEDDING BRM. Prove BRM adds value. PILOTS. TRAINING. ENGAGEMENT.

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British Computer Society 19 March 2007

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  1. British Computer Society 19 March 2007 'Embedding Benefit Realisation Management – Friends Provident’s experiences Ann Watts – Head of Business Development sigma

  2. APPROACH TO EMBEDDING BRM Prove BRM adds value PILOTS TRAINING ENGAGEMENT MENTORING

  3. 3 Key Steps taken • Step 1 • Ran 2 day in house BRM Practitoner Workshops - trained 57 people • Held awareness seminars for all Senior Managers, Heads of Dept, and Key people • Designed a BRM framework that was compatible with their Processes and Business Change Lifecycle - created an ‘Embedding BRM Project’ • Step 2 • Selected 6 strategic projects to pilot approach to BRM on • Secured buy-in to implementing BRM approach to all strategic and operational projects • Step 3 • Appointed a BRM Development Manager • Developed implementation plan • Rolled out BRM approach to whole of Friends Provident

  4. What sort of projects have they select Projects which are strategically or politically important Highly successful projects • High risk projects Projects not performing to plan Projects performing to plan Pilot projects

  5. What Challenges did Friends Provident face? ‘hearts and minds’ Getter understanding of project relationships and inter-dependencies • Not just about putting infrastructure in place Don’t become a slave to the process Needed to see the value of BRM Share experiences Ownership and Accountability People are KEY Linking Project Directors objectives linked to benefit realisation improves accountability

  6. Ownership Commitment & Action Support & Buy-in Awareness Understanding CHANGE STAGES Getting the right culture

  7. Changing Behaviours Ownership Commitment & Action Achieving lasting change is all about people accepting the need for change, valuing it and adopting it BENEFIT REPORTING PERFORMANCE MANAGEMENT

  8. Portfolio Selection and Management (before full implementation) Selection and Prioritisation FP Corporate Strategy Major Strategic Programme BRM Strategic Portfolio Non Portfolio Change Initiatives Linking to Annual Planning Process Projects

  9. Infrastructure in place – but is it working?

  10. BRM has helped Selection and Management of Portfolio - After CORPORATE STRATEGY BRM MAJOR STRATEGIC PROGRAMME ACCELERATED GROWTH INITIATIVES STRATEGIC PORTFOLIO OTHER CHANGE INITIATIVES

  11. What’s in place now New Processes Roles and Responsibilities Portfolio Selection and Management Performance Management Benefit Reporting Project Documentation Adherence to mandatory elements of benefit realisation

  12. Some Critical Success Factors • All projects will have actively engaged stakeholders to ensure ownership and be actively monitoring the benfeits identified for the project • Adoption of the benefit realisation principles and use of tools and techniques as appropriate to support the business case and benefit realisation plan • Successful execution of the appropriate roles for BRM as specified by the governance of the project e.g Steering Groups, Project Sponsors, Project Directors, Stakeholders, etc • Greater visibility of gaps in portfolio to help understand how to bridge them • Improved benefit realisation plans through better engagement and greater accountability of stakeholders in the realisation of benefits • Improved accountability and better monitoring of BRP's that drive clearer, transparent reporting of benefits and investment • More people talking about and recognising benefits • Improved capability to explain the ROI • Improved evidence of better and earlier benefits being on track for far right benefits • Easier identification of synergies and/or conflicts amongst projects within a portfolio • Better baseline business cases • £investment, %/quality of benefits cited in business cases against that being achieved - this should turn into an annual review process to maintain confidence (linked to Portfolio Management) • Portfolio - increase in frequency in the portfolio meeting its required rate of return • Portfolio - % increase in £ spend to £ benefit on non mandatory projects • BRM check part of Assurance function

  13. Conclusions for successful embedding of BRM within Friends Provident • Demonstrate that benefit realisation does add value • Avoid ‘finger pointing’ • Take away the ‘Politics’ • Encourage collaboration - work in full partnership with all areas that are impacted by a project/change initiative • Encourage ‘creativity’ • Determine the ‘desired’ behaviours • Integrate into business processes • swifter identification and resolution of synergies and conflicts within a Portfolio • linking to annual planning • standards/templates • Create a culture that wants it to happen

  14. Their journey continues

  15. A Vision for the future - Create A Learning Continuum Work juggling, issues How-to questions Training, workshops Training, consulting The Typical Work Environment ?? Resources Answers to FAQs Books, articles, Intranet Templates, Checklists Knowledge Exchange, Mentoring, Coaching Communities of Practice, peer expertise Expert Assistance Mentoring Online Courses Assessment Project labs Case studies Tutorials

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