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The PPSO SIG Spring 2006 Conference…

Learn about Benefits-Centred Project Management, its techniques, and the benefits it offers for project success and organizational growth. Find out how to implement this approach to achieve business outcomes effectively.

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The PPSO SIG Spring 2006 Conference…

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  1. The PPSO SIG Spring 2006 Conference…

  2. Agenda

  3. BENEFITS CENTRED PROJECT MANAGEMENTDavid Marsh MMP

  4. AIM To provide you with some ideas for introducing Benefits Centred Project Management into your organisation

  5. OBJECTIVES • To explain what is Benefits Centred Project Management and why you need it • To explain the techniques • To hear what Effect a Benefits Centred Project Management approach had

  6. Why Do We Need Benefits Centred Project Management • The need for real success • Need to include the management of the benefits in the project • A business benefit driven approach to delivering the project • The holistic approach • Effective/efficient use of scarce resources (M’s)

  7. Benefits From Benefits Centred Project Management • Defined bridge between the project and the benefits • Improved : • Project structure • Project governance • Realism • Understanding • Chance of success • Reduced risk of adverse impact on business • Senior management focus

  8. What is Benefits Centred Project Management The efficient management of the execution of a project/ work packages within a controlled environment to: • achieve the required benefits for the operation of the business. • achieve a set of defined business outcomes. • co-ordinate the planning, monitoring and control of the project/work packages with benefit efficiency as the key.

  9. Differences in Benefits Centred Project Management • Revised contents of the Project Control Documents • Revised Project Management organisation structure • New planning techniques

  10. Revised Contents of the Project Control Documents • The use of a wider (benefits centred) definition (Blueprint) of what the project is to deliver. • Re-structured User Requirements – lateral and vertical MOSCO.

  11. Re-Structured User Requirements • Subdivide the requirements – Laterally • What functions must, should and could you have. • Subdivide the requirements – Vertically • What performance/capacity/look and feel in each of these groups of functions must, should and could you have

  12. Blueprint • Operational Vision • What the organisation or function will be like once we have completed the Project • Business Vision • The business benefits or changes (Quantitative or Qualitative - to be obtained) • Change Vision • The attitude and or culture changes needed

  13. Revised Project Management Organisation Structure • Who in your existing organisation structure is responsible for: • Agreeing that the planned benefits are realistic • Ensuring that the project will deliver the benefits • Ensuring the project is structured to deliver the benefits • Responsible for delivering the benefits • Is the the Senior User the right person?

  14. Organisation Structure Board Of Directors Sponsoring Group Project Board Project Assurance Project Manager NEW ROLEBenefits Realisation Managerand Team Project Support Office

  15. Role of Project Board • Ultimate responsibility - stewardship/keeper of the Vision • Establish the project • Responsible for resources and funding • Manage the interfaces with other projects etc • Ensure project links to strategy and evolving business needs • Ensure efficient organisation of the staff • Commissioning reviews • Control of project implementation

  16. Role of Benefits Realisation Manager • Establishing how the benefits will be delivered • Leading Prioritisation and Change Control • Responsible for planning the delivery of the benefits • Preparing business areas for transition • Leading benefits realisation activities • Optimising the release of deliverables for the business • Ensure the Project Boards requirements are met • Working with Project Manager to ensure Work Packages will enable project to deliver • Reviewing potential new requirements for inclusion in the project

  17. PREPARING THE PROJECT PLAN

  18. The Project Planning Process (1) • Graph Required Benefits Profile • Identify potential new and existing work packages • Prepare /obtain estimates - duration, resource requirement, costs & benefits • Prepare Work Package-Project Contribution Matrix

  19. The Project Planning Process (2) • Prepare Project Plan - match Required Benefits Profile • Identify & confirm dependencies and ’Handshakes' • Identify & agree Project Milestones • Identify & agree Project review points • Update risk analysis, Benefits Management Plan • Prepare Quality and Configuration Management Plan

  20. The Work Package-Project Contribution Matrix • All Work Packages to be included • Contribution can be measured in terms of : • Benefits obtained (outputs and outcomes) • Earned Value Analysis • Must, should, or could etc.. • Weighting and ranking tables • Difficulty and/or risk • etc.

  21. Work Package -Project Contribution Matrix %age Contribution Work Package Benefit (and Value) 1 2 3 4 5 6

  22. PROJECT - Handshakes Benefits GE 10 Required Benefits Profile Handshake Point GE 9 GE 7 GE 8 50% GE5 GE 6 GE 4 GE3 GE 2 10% GE 1 Year One Year Three Year Two Time

  23. Defining Project Milestones • Milestones important to the project: • Obtaining benefits • Commitments for expenditure or resources • Strategic decision points outside the project • Asset transformation points

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