Many projects don’t deliver, ether because they don’t know what to deliver, or because people don’t engage. This presentation helps you succeed by applying benefits management and change management.
Ms Motilal Padampat Sugar Mills vs. State of Uttar Pradesh & Ors. - A Milesto...
Benefits Management to enable change, Tuesday 27th January 2015
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)
13. 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
Improvements
& Produce
More Change
8.
Institutionalize
New
Approaches
Committed
Leadership
Kotter's Eight Phases of Change
14. 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
15. 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
16. 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
21. 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?
22. 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
24. 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
27. 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
28. 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
29. 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
Realise
Benefits
But BRM brings much more
to the change process…….
32. Positioning of related disciplines
The order of precedence shown here
ensures that the resulting organizational
changes meet the required business
needs
34. 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
35. This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.org.uk/events