1 / 11

Benefits Realisation Management Extracting Value from Projects Nigel Guest

Benefits Realisation Management Extracting Value from Projects Nigel Guest Director, Health Advisory 2 nd May 2012. Exceptional people delivering exceptional results. Definitions. Benefit 'An advantage on behalf of ...' an individual stakeholder or stakeholder group.

tanith
Download Presentation

Benefits Realisation Management Extracting Value from Projects Nigel Guest

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Benefits Realisation Management Extracting Value from Projects Nigel Guest Director, Health Advisory2nd May 2012 Exceptional people delivering exceptional results

  2. Definitions Benefit 'An advantage on behalf of ...' an individual stakeholder or stakeholder group. • Benefit Realisation Management (BRM) • ‘the process of organising and managing, so that potential benefits, arising from investment in change are actually achieved’.

  3. Why is BRM Different? Do nothing……….………………………… Cost benefit analysis…………………... Benefits identification and tracking………………………………………. Benefits Management………………..……………

  4. Turn Strategy into Reality • Choosing & Doing the Right Projects • Manage Your Programmes Effectively • Deliver Effective Projects • Ensure What You Do is Working – Get Results! Where Does it Fit?

  5. The ‘Value Chain’ Projects Benefits Enablers Outcomes Objectives Understanding the ‘Value Chain’ is understanding Cause & effect • Objectives need to link to Strategy • You should think about internal & external drivers • They should be SMART • They should set the boundaries Setting good objectives is critical to success

  6. Building A Map 5 3 2 4 1 Projects Benefits Enablers Outcomes Objectives By 2013 we will deliver cost efficiencies required by QIPP Programme Electronic Lean Discharge System Medical Pathway Redesign Length of Stay at 75th Percentile Reduction of 30 Beds Reduce Cost Base by £1m

  7. Building A Map In this example the Electronic Lean Discharge System enables the process through providing information There should be a link back to the objectives Some change action needs to be taken to exploit the information Benefit should exploit the outcome to the advantage of a stakeholder and indicate measure The outcome is the result of change By 2013 we will deliver cost efficiencies required by QIPP Programme Electronic Lean Discharge System Medical Pathway Redesign Length of Stay at 75th Percentile Reduction of 30 Beds Reduce Cost Base by £1m

  8. In Practice

  9. Monitor & Review • Benefits require ownership • Monitor whether projects & programmes are delivering • Benefits as well as Time, Cost, Quality • Maintain throughout and following delivery lifecycle

  10. In Summary • Too many projects focus on delivering to Time, Cost & Quality; however, project outputs are not benefits in their own right • Investment in change needs to be actively managed to realise measurable benefits • Management of benefit realisation throughout the change process will allow for practical intervention/adjustments ‘in flight’ • Engage people early – build ownership • Don’t just focus on financial benefits

  11. Final Thought "Objectives are not fate; they are direction. They are not commands; they are commitments. They do not determine the future; they are a means to mobilize resources and energies of the business for the making of the future." Peter F. Drucker Leading Management Academic & Writer Thank You

More Related