The synergy between benefits management and change management, workshop 2, Neil White, Parag Gogate, London, 23 June 2016

The synergy between benefits management and change management, workshop 2, Neil White, Parag Gogate, London, 23 June 2016

• 1.
  The synergy between BenefitsManagement & Change Management Neil White & Parag Gogate
• 2.
  Workshop Objective ‘to bebetter able to identify opportunities to leverage Change Management success drivers that enable us to achieve the greatest value from our investments’
• 3.
  Workshop Agenda  Introducethe Benefits Management processes (5)  Introduce the prevailing context for change (5)  Group activity - identify opportunities to exploit Change Management success drivers (20)  Feedback and discussion on workshop activity results (15)
• 4.
  Speaker Profile: NeilWhite  22 yrs RAF (Engineering)  Change Management 20yrs  Aerospace & Defense and Transport  Business Improvement (SEI CMMI) - Assessor & Assessment Team Lead  Transformation Change Management  Benefits Management & Business Change  MSc Change Management  APM Benefits Management SIG Co-Chairman ‘an ardent believer that the ability to change is more important than the required changes themselves’
• 5.
  Speaker Profile: ParagGogate  APM Enabling Change SIG Committee member – Innovation Theme lead  AM Midlands Branch committee member  Experience – Strategic change programmes business transformation & improvement 12 years multinational hospitality & retail operations experience prior to change management  MBA from Durham Business School  Lean Six Sigma Black Belt, PRINCE2®, MSP® certified  NLP (Neuro Linguistic Programming) practitioner  EFQM business excellence assessor An accidental change manager !
• 6.
  A Benefits ManagementModel 5 Practices 7 Principles
• 7.
  Benefits Management Practices Benefits Management –5 Practices Identify & Quantify Value & Appraise Plan Realize ReviewBenefits Management Practices
• 8.
  An overview ofthe BRM Process BRM processes assure that an organization's investment in change adds values and is aligned to its strategic goals Vision Strategic Objectives Business Objectives Manage Benefits Changes Realise Benefits But BRM brings much more to the change process…….
• 9.
  Expect a reductionin benefits if stakeholders….. 1 don’t believe in it 2 don’t understand it 3 don’t want it 4 don’t know why it is needed 5 don’t use it 6 think it is all about cost saving 7 resist the changes 8 are not ‘able’ to make their opinion heard 9 see no evidence that it is making a difference 10 know there are other more important things to do 11 do not value the changes 12 do not know the part they are expected to play
• 10.
  Steve Robinson –June 2014 Project Magazine Benefits Realisation and Stakeholders
• 11.
  A representation ofBRM Processes Major process areas in the BM Lifecycle Identify & quantify Value and appraise Plan ReviewRealise This ‘view’ will be used in the workshop activity that follows shortly…………
• 12.
  Changing Business Environment Firstused by US Marines/Military
• 13.
  Perspective on Change Verb ‘makeor become different’ Noun ‘an act or process through which something becomes different’ 4 1 Context Internal & External factors Dimension Organisation wide, function/department, communities, supply chain partners, citizens, customers 2 Elements People, System, Applications, Technology, Processes, Culture, Structure 3 Type Continuous, incremental, big bang, emergent Realising business strategy & benefits
• 14.
  Perspective on ChangeManagement APM BOK Definition - “Change Management is a structured approach to moving organisation from the current state to the desired future state” – Change Management models – Kotter 8 Steps, Lewin, PDCA, ADKAR – Change management / business transformation (IT view) – Change control (Project management) Change Management - manage the people side of change Management of Change – manage the technical side of change
• 15.
  Leo Tolstoy ‘Everyone thinksof changing the world, but no one thinks of changing himself’
• 16.
  Key Cognitive Biases– Benefit Realisation Management OPTIMISM Tendency to be over-optimistic, overestimating favourable and pleasing outcomes OSTRICH EFFECT Ignoring a negative or unfavourable information / situation ANCHORING over reliant on the first piece of information / evidence they hear / see CONFIRMATION tend to listen to only the information that confirms our preconception CONSERVATISM favouring prior evidence over new evidence or information that has emerged GAMBLER’S FALLACY The tendency to think that the future probabilities are altered by past events, when in reality they are unchanged
• 17.
  Workshop Activity
• 18.
  Workshop Activity Please referto the lifecycle sheet provided. For one, more or ‘all’ of the examples given, place the corresponding number on the stage of the lifecycle that you consider provides an opportunity to improve the outcomes of your investments. Identify & quantify Value and appraise Plan ReviewRealise We will discuss the results and your ideas during the feedback session
• 19.
  The natural synergy betweenBenefits and Change Management Neil White & Parag Gogate Thank you
• 20.
  This presentation wasdelivered at an APM event To find out more about upcoming events please visit our website www.apm.org.uk/events