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The BRM Safari

The BRM Safari. British Council Story Barbara Stock (BC) Julia Wall (sigma). What does the British Council do?. Organisational Context. Major change 110 countries to operate as 12 regions UK operational change to reflect changes overseas

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The BRM Safari

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  1. The BRM Safari British Council Story Barbara Stock (BC) Julia Wall (sigma)

  2. What does the British Council do?

  3. Organisational Context • Major change • 110 countries to operate as 12 regions • UK operational change to reflect changes overseas • SAP implementation To achieve ‘benefits’…

  4. Similarities to other organisations • Global & multi-site • Integrated business processes • Increasingly faster response times expected • Passive travel • using communication tools well - a behavioural as well as a technical challenge

  5. Who are we? - the intrepid travellers • Programme Support Office • Centre of Excellence • Critical friend • From 2003 embedding programme and project management in • investment and change programmes

  6. Currently PMO – vision P3O

  7. Setting off with the kit - mid 2005 • Toolkit – templates, guidance • Standards • Risk and issues database • Standardised reporting • Training – Managing Successful Programmes – Prince2 – Management Of Risk - Gateway

  8. Hunting the lesser-spotted benefit • Programmes described benefits in their business cases • so we thought measuring and tracking would quickly follow • but….. it didn’t and gateway reviews and a capability study (P3M3) drew attention to it

  9. Finding the right guide • April 2007 3 staff attended a sigma Public Seminar • May 2007 initial senior management briefing • June - Sept 2007 Overseas & UK PM’s experience • October 2007 engage sigmaconsultant

  10. October 2007 – on the benefits trail with our trusty guide • We knew what we were looking for this time • We planned the route – benefits mapping • Identified friends and foes – the stakeholders • We had our satnav for recording the results - ChangeDirector

  11. Similarities to other organisations • To create a multiplicative effect from central skills • Coach not nanny • Immediate momentum – ongoing sustainability. • Grounded & adaptable approach – ‘senior moments’ • Clear plan & deliverables

  12. 2008 – getting into the deep jungle of BRM • Measurement • Baselines • Targets • Reporting • Results • Ownership – the hardest bit of all

  13. Holding our nerve • Embedding the whole process • Coming out in the open • Unexpected movement in all directions – new top level initiative • Different reactions from different people’s understanding of the process

  14. SEP & SET(‘somebody else’s problem’ & ‘somebody else’s timescale’)

  15. Sustainability • Flurry of mapping and aligning the programmes • Measurement lurch • Internal facilitator wobbles! • Managing resources

  16. Where we are now? • All talking the benefits talk • Appointment of the first dedicated in-programme benefits post • The ongoing challenge of measurement and ownership and tracking

  17. Tips for survival • BRM is not a crusade • BRM can speak for itself • Listen and influence • Bottom-up positioning for senior management buy-in • The link back to MSP • Be prepared for the hidden swamps on the way to success

  18. Other benefit hunters in the jungle Avon & Somerset Police Cranfield University CIMA

  19. Questions • We have been • Barbara.Stock@britishcouncil.org • JuliaWall@sigma-uk.com

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