Managing Benefits

MSP

In MSP methodology this is covered by (chapters given in brackets):

• Vision (5)
• Benefits Realisation Management (7)
• Blueprint Design & Delivery (8)
• The Business Case (10)
• Defining a Programme (15)
• Managing the Tranches (16)
• Delivering the Capability (17)
• Realising the Benefits (18)
• Closing a Programme (19)
• OGC MSP website

One of the key distinctions between Project and Programme Management is the emphasis placed on benefits realisation in the latter. We have looked at the role of Benefits Manager whose responsibility it is to see that the desired changes are realised. This is however not something we have traditionally excelled at especially in relation to investments in ILT. 'In the film 'Groundhog Day' the main character is trapped in the same day over and over again and can't break out of it until he modifies his behaviour in the right way. Universities experience the same phenomenon when trying to manage ICT-supported change; they concentrate on delivering new capability, when equal emphasis should be placed on developing the changes in behaviour needed to exploit it.' (Townsend 2003).

A Blueprint for Change

If you are to bring about change then it is imperative that everyone involved in or affected by the transition has a clear and agreed view of what the new state, structure, culture, environment or way of working will be. This is often termed a Blueprint. It is also described as defining your 'After-Change State'.

The Office of Government Commerce (OGC) describes the Blueprint as: 'a detailed description of what the organisation looks like in terms of its business processes, people, information systems and facilities and its data.' The Process Review infoKit has more suggestions on how you could design a Blueprint.

A Blueprint is likely to contain:

• Organisational structure

• Business Model of Functions - this will include Process Maps (described in the Process Review infoKit in the section on Process Mapping)

• How decision-making is informed and carried out

• Staffing levels, roles and skills

• Information systems, tools, equipment and other facilities

• Costs

• Performance criteria/quality measures

Whilst all of the above listed contents refer to the after-change state, it is essential to take a series of measurements as a baseline against which the achieved new state can be measured. Once you have changed something, it's usually impossible to go back and measure its capability or outputs as they were in the before-change state. The baselining can be carried out whilst examining the processes of the existing before-change or 'as-is' state to ensure nothing is missed from the after-change or 'to-be' state.

Managing Change

An important element of this is encouraging a Change-Ready Culture i.e. one in which the need for change is acknowledged and opportunities actively sought out.

This can require a particularly positive culture to be in place, where staff and management focus on benefit and the positive before looking for negative aspects as part of a structured risk assessment exercise. It requires change management skills for both change leaders and change agents to be viewed as core competences to be part of the skills portfolio of managers. There must be a commitment on the part of very senior managers to become actively involved in the prioritisation and promotion of potential business changes.

The HR function of the organisation needs to be committed and involved where appropriate, although it is worth noting that almost any change will throw up some winners and some losers in terms of responsibilities, frustrations and enjoyment or job satisfaction. It is essential to have within the team of change agents some excellent relationship skills.

The Change Management infoKit looks at this in-depth and contains strategies, guidance and good practice to aid with the implementation of change.