Follow us on YouTube, Quality, service improvement and redesign (QSIR) tools. If we lose sight of that lighthouse, it’s very easy to lose track of what we’re trying to achieve and end up on rocks. The key activities from each benefit should be drawn together to form the consolidated plan. Kingston ACT 2604 Never. We currently have opportunities for suitably qualified professionals. I’ve seen many programs where this focus has been lost and the program effort directed more to technology delivery, rather than value delivery. By focusing on benefits realisation planning, you can track whether intended benefits have been realised and sustained after the end of the change or improvement project. This technique supports agreement of the outcomes sought as it shows the outcomes and relationships between them on a single page. Benefits Realization Management (BRM) (also benefits management, benefits realisation or project benefits management) is one of the many ways of managing how time and resources are invested into making desirable changes. Why do so many change programs fail to deliver the value promised? The approach to programme, project and change management needs to be benefit driven to ensure … Through my work in many large government transformation programs, I have observed many reasons, and most of them have been easily avoidable. Data can then be captured either separately or within a suitable modelling tool for each outcome that will include the benefit measures used for each, ownership and accountability information and information to support realisation management. +61 (02) 6260 7477, © 2018 SYNERGY GROUP AUSTRALIA. From describing and selecting the investment, through programme scoping and design, delivery of the programme to create the capability and execution of the business changes required to utilise that capability, and the operation and eventual retirement of the resulting assets. Ground Floor Project benefits management is defined as "the initiating, planning, organizing, executing, controlling, transitioning and supporting of change in the organisation and its consequences as incurred by project management mechanisms to realize predefined project benefits". [7], "If value is to be created and sustained, benefits need to be actively managed through the whole investment lifecycle. A robust benefits realisation approach provides a basis for accountability around the outcomes of change and provides everyone with transparency and confidence that change will provide the value required. Whilst the promised benefits have made for a compelling business case, the seeds of failure and disappointment have been sown from the outset. It serves as a management tool to monitor, track and manage the collective set of benefits associated with a programme or project.. To be effective, it needs to incorporate all three. Constructing benefits maps or graphs is usually done from right to left, with what is attempting to be achieved (often called objectives, strategic outcomes etc.) During the delivery phase I like to think of benefits realisation as a lighthouse, guiding us toward our objective, a “safe port”. It grew in the UK with the inclusion of BRM by the UK Government in their standardized approach to programmes, Managing Successful Programmes (MSP). During change design and delivery, an effective benefits realisation approach will provide the focal point required for correct alignment between project deliverables (often technological) and the change activities that wrap around these. I believe effective benefits realisation is the key. Bradley, G. (2006), Benefit Realisation Management – A practical guide to achieving benefits through change, Gower, Hampshire. Not working in a dynamic team? the main beneficiaries) identify, plan and review the expected benefits from the change and project managers who deliver the reliable capability on time and within budget. Follow us on LinkedIn Ward, J. and Murray, P. Each phase should start with the question, “What outcome do we want from this?” All activities should then be guided by that outcome. The first definition is to consider benefits management as an organisational change process. They can be agreed upon and communicated clearly as a result.