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John Chapman Touchstone

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John Chapman Touchstone

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    2. 3/26/2012 5:00 AM

    4. Benefit explanation: page 2 of 3 Non-Financial Benefits can have savings which are not easily converted into financial values For example: If the average waiting time to meet with a person at the council is 1 hour, and this can be reduced to 20 minutes - through a re-designing of the service delivery then this 40 minute saving is of benefit to the citizen. If the staff turnover can be reduced from 20% to 15% then this saving of 25% (being 5% / 20%) is a benefit to the Council in reducing time spent on recruitment

    5. Benefit explanation: page 3 of 3 So what we need is: A hierarchy to explain this structuring of benefits A method of classification of the type of benefit A way of storing these benefits which can be modelled

    6. Hierarchy for structuring benefits : page 1 of 3

    7. Hierarchy for structuring benefits : page 2 of 3

    8. Hierarchy for structuring benefits : page 3 of 3

    10. Structuring benefits : observable benefit 1

    11. Structuring benefits : observable benefit 2

    12. Structuring benefits : measurable benefit 1

    13. Structuring benefits : measurable benefit 2

    14. Structuring benefits : financial benefit 1

    15. Structuring benefits : financial benefit 2

    16. Benefits classification We now have a hierarchy for defining benefits. Next we need a way of classifying them to assist in our modelling of the non-financial and financial benefits. There are 10 benefit classes which we use. These are detailed on the following slides In addition each benefit is analysed in terms of, for example: Council Type When Realised Local Government Service Class Senior Responsible Owner Stakeholder (who receives the benefit of the activity) And a number of other classes see the Benefits Calculator for the full list

    17. Benefits classes : page 1 of 2 Mandatory (must do) Benefits which allow an organisation to fulfil policy objectives or satisfy legal requirements, there the organisation has no choice but to comply. Quality of Service Benefits to customers, such as quicker response to queries or providing information in a way the customer wants. Internal Management Benefits that are internal to the organisation, such as improving decision-making or management processes Process Improvement (productivity or efficiency) benefits which allow an organisation to do the same job with less resources, allowing reduction in cost, or to do more. Flexibility Benefits that allow an organisation to respond to change without incurring additional expenditure. Office of Government Commerce, Managing Successful Programmes, ISBN 0-11-330917-1

    18. Benefits classes : page 2 of 2 More motivated workforce the benefits of better motivated workforce may lead on to a number of other benefits for example: flexibility or increased productivity Risk reduction for example by offering flexibility that is, not closing off courses of action, or providing new ones. In business or technical terms this allows an organisation to be prepared for the future. Economy reducing costs whilst maintaining quality. This may be termed cost reduction. Revenue enhancement and acceleration increasing revenue or bringing in the same revenue quicker, or both Strategic fit Benefits that contribute to the desired benefits of other initiatives, or make them achievable. Office of Government Commerce, Managing Successful Programmes, ISBN 0-11-330917-1

    19. How do we store the benefits list? The benefit list is held in Microsoft Excel in a Pivot Table. You will need to know how to re-calculate and update Pivot tables to model the benefits list

    20. Selling the Benefits of CRM

    21. The 3 Key Things and a Bonus 1. Benefits are based on a hierarchy of Observable Quantifiable Financial 2. Benefits are tracked from aspiration through Project delivery to audit sign off 3. Benefits need to be modelled in many ways e.g. By Stakeholder, By Gershon Class By Benefit Class The Bonus : Write down this magic number 0705 010 8617

    22. John Chapman Project Director Touchstone Ltd 1 Triton Square London NW1 3DX Tel: 020 7121 4700 Mobile: 0705 010 8617 john.chapman@touchstone.co.uk

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