British Computer Society 19 March 2007

© Sigma (Bookham) Ltd

British Computer Society

19 March 2007

'Embedding Benefit Realisation Management – Friends Provident’s experiences

Ann Watts – Head of Business Development sigma

© Sigma (Bookham) Ltd 2

APPROACH TO EMBEDDING BRM

PILOTS

TRAINING

ENGAGEMENT

MENTORING

Prove BRM addsvalue


3 Key Steps taken

Step 1• Ran 2 day in house BRM Practitoner Workshops - trained 57 people• Held awareness seminars for all Senior Managers, Heads of Dept, and Key people• Designed a BRM framework that was compatible with their Processes and Business Change Lifecycle -

created an ‘Embedding BRM Project’

Step 2

• Selected 6 strategic projects to pilot approach to BRM on

• Secured buy-in to implementing BRM approach to all strategic and operational projects

Step 3

• Appointed a BRM Development Manager

• Developed implementation plan

• Rolled out BRM approach to whole of Friends Provident


What sort of projects have they select

High risk projects

Projects performing to plan

Highly successful projects

Projects which are strategically or politically important

Projects not performing to plan

Pilot projects


What Challenges did Friends Provident face? ‘hearts and minds’

Not just about putting infrastructure in place

Ownership and Accountability

Linking Project Directors objectives linked to benefit realisation improves accountability

Don’t become a slave to the process

Share experiences

People are KEY

Getter understanding of project relationships and inter-dependencies

Needed to see the value of BRM


Getting the right culture

Commitment

&

Action

Ownership

Awaren

ess

U

nderst

andin

g

Support

&

Buy-in

CHANGE

STAGES

CHANGE

STAGES


Changing Behaviours

BENEFIT REPORTING

Achieving lasting change is all about people accepting the need for change, valuing it and adopting it

Commitment

&

Action

Ownership

PERFORMANCE MANAGEMENT


Portfolio Selection and Management (before full implementation)

StrategicPortfolio

FP Corporate Strategy

Major StrategicProgramme

Non Portfolio Change Initiatives

BRM

Projects

Linking to Annual Planning

Process

Selection and Prioritisation


Infrastructure in place – but is it working?

Benefit Realisation of Portfolio (£m) - (Figures are for illustration purposes only)

35

11

6

26

13

9

15

2

2005

2006

2007

Po

rtfo

lio

Year

Baseline Plan Expected Achieved


BRM has helped Selection and Management of Portfolio - After

ACCELERATED GROWTH

INITIATIVES

MAJOR STRATEGIC PROGRAMME

STRATEGIC PORTFOLIO

CORPORATE STRATEGY BRM

OTHER

CHANGE

INITIATIVES


What’s in place now

Adherence to mandatory elements of benefit realisation

Portfolio Selection

and Management

Roles and Responsibilities

Project Documentation

Performance Management

Benefit Reporting

New Processes


Some Critical Success Factors

All projects will have actively engaged stakeholders to ensure ownership and be actively monitoring the benfeits identified for the project

Adoption of the benefit realisation principles and use of tools and techniques as appropriate to support the business case and benefit realisation plan

Successful execution of the appropriate roles for BRM as specified by the governance of the project e.g Steering Groups, Project Sponsors, Project Directors, Stakeholders, etc

Greater visibility of gaps in portfolio to help understand how to bridge them

Improved benefit realisation plans through better engagement and greater accountability of stakeholders in the realisation of benefits

Improved accountability and better monitoring of BRP's that drive clearer, transparent reporting of benefits and investment

More people talking about and recognising benefits

Improved capability to explain the ROI

Improved evidence of better and earlier benefits being on track for far right benefits

Easier identification of synergies and/or conflicts amongst projects within a portfolio

Better baseline business cases

£investment, %/quality of benefits cited in business cases against that being achieved - this should turn into an annual review process to maintain confidence (linked to Portfolio Management)

Portfolio - increase in frequency in the portfolio meeting its required rate of return

Portfolio - % increase in £ spend to £ benefit on non mandatory projects

BRM check part of Assurance function


Conclusions for successful embedding of BRM within Friends Provident

Demonstrate that benefit realisation does add value Avoid ‘finger pointing’ Take away the ‘Politics’ Encourage collaboration - work in full partnership with all areas that are impacted

by a project/change initiative Encourage ‘creativity’ Determine the ‘desired’ behaviours Integrate into business processes

swifter identification and resolution of synergies and conflicts within a Portfolio linking to annual planning standards/templates

Create a culture that wants it to happen


Their journey continues


A Vision for the future - Create A Learning Continuum

AssessmentProject labs

Tutorials Case studies

Books, articles,Intranet

Templates,Checklists

Expert Assistance

Mentoring

Training,workshops

The Typical Work Environment

Training,consulting

Work juggling, issues

How-to questions

Resources

KnowledgeExchange, Mentoring, Coaching

Online Courses

Communitiesof Practice,

peer expertise

Answers to FAQs

??

British Computer Society 19 March 2007

Documents

Transcript of British Computer Society 19 March 2007