Transcript Introducing Benefits Management.

eHealth Benefits Management Toolkit
Benefits
Management and
Project/
Programme
Management.
v2.0
September 2008
1
Session Outline
The bigger
picture
2
Benefits
and
business
case
developm
ent
Benefits
and the
project /
programm
e lifecycle
Who
needs to
be
involved?
Next
steps
Benefits Management & PMO
Contents
The bigger
picture
Benefits and
business
case
development
Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Next steps
• The bigger picture
• Benefits and business case development
• Benefits and the project/programme lifecycle
• Who needs to be involved?
• Next steps
3
Benefits Management & PMO
Document Purpose
The bigger
picture
Benefits and
business
case
development
Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Next steps
• IM&T programmes and projects need to demonstrate that they have delivered
what they set out to achieve. In order to do this they need to define and measure
benefits.
• This presentation introduces the eHealth benefits management toolkit and
explains how it can be built into the regular project / programme management
cycle.
• The main outcome of this presentation is to draw an understanding of the
process required to realise benefits from eHealth and how this can be managed
as part of the project / programme.
4
Benefits Management & PMO
The Bigger Picture
The bigger
picture
5
Benefits
and
business
case
developm
ent
Benefits
and the
project /
programm
e lifecycle
Who
needs to
be
involved?
Next
steps
Benefits Management & PMO
Defining Benefits & Benefits Management
The bigger
picture
Benefits and
business
case
development
Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Next steps
Benefit:
• an outcome of a change that is perceived as positive by a stakeholder; and,
• valuable to the organisation and measureable.
Disbenefit:
• an outcome of change which is perceived as negative. In the context of Health a
disbenefit can represent a clinical governance issue presenting an actual risk to
the patient; and,
• need to be defined so that their impact can be assessed and minimised.
Benefits Management:
• ensures that the potential benefits of a business change programme are realised;
and,
• co-ordinates implementation of changes redesigned to maximise the delivery of
benefits.
6
Benefits Management & PMO
The bigger
picture
Benefits and
business
case
development
Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Next steps
Benefits Management
• Ensures that the potential benefits of a business change programme are realised
• Links and co-ordinates implementation of redesigned processes and technology
with changes in the business to maximise the delivery of benefits to the business
as a whole
• Some benefits will be delivered after the project/programme is perceived to be
finished
• The business case is the starting point for benefits management, providing a
‘snapshot’ of expected benefits at a particular point in time. It should continue to
be used to maintain focus and alignment towards achieving the defined benefits
• Planning for benefits realisation, benefits profiling and periodical benefits reviews
facilitate the achievement of benefits
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Benefits Management & PMO
The bigger
picture
Benefits and
business
case
development
Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Next steps
The Need for Benefits Management
“The fundamental reason for beginning a project/ programme is to
realise benefits through change”
- Source Office
of Government Commerce
(OGC)
“Projects and Programmes can only be regarded as successful if the
intended benefits are realised”
- Source McCartney Report
- Modernising
Government in Action
“Benefits Management is challenging and often overlooked , not least
because it spans a time period greater than what is often seen as the
overall lifecycle of the programme”
- Source “Enterprise Programme Management”
(Parr and Williams, 2004)
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Benefits Management & PMO
The bigger
picture
The Big Picture
Benefits and
business
case
development
Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Next steps
Issues
Benefits
Solutions
Costs
9
Observable
Measurable
Benefits Management & PMO
The bigger
picture
The Bigger Picture
Issues
Benefits
Solutions
Costs
Observable
Business case
refinement /
maintenance
10
Benefits and
business
case
development
Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Existing KPIs /
Balanced
Scorecard
Process
designs
Performance
measures
(Business unit /
Department)
Performance
baseline
(Business unit /
Department)
Next steps
Measurable
Benefits
realisation
plan
Implementation
plan
(Business unit /
Department)
Benefits
management
process
Benefits Management & PMO
Benefits & Business Case Development
The bigger
picture
11
Benefits
and
business
case
developm
ent
Benefits
and the
project /
programm
e lifecycle
Who
needs to
be
involved?
Next
steps
Benefits Management & PMO
Purpose of the Business Case
The bigger
picture
Benefits and
business
case
development
Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Next steps
The business case should demonstrate that the expected benefits are with the
predicted costs of achieving them – not just financially, but in terms of
organisational capacity to change.
The business case must also demonstrate that:
• disbenefits are outweighed by benefits;
• a shared vision is held which is strategically aligned;
• there is a clear benefits map which shows how the shared vision will be
achieved;
• the change required, when considered in relation to the overall schedule of
change planned, is not overwhelming for any stakeholders; and,
• the benefits realised will be worth the effort required to achieve them.
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Benefits Management & PMO
The Business Case & Benefits Management
The bigger
picture
Benefits and
business
case
development
Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Next steps
What are the linkages between benefits management
processes and business case development?
The business case should:
• assess the benefits that the project/programme should deliver to determine
whether it is worth undertaking;
• document the process for identifying, monitoring and realising the benefits;
• articulate the baseline benefits position to facilitate comparison with projected
targets for achievement of benefits; and,
• define the boundaries with other projects/programmes to ensure that the
benefits are not being double counted.
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Benefits Management & PMO
The bigger
picture
Benefits and
business
case
development
Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Next steps
The Business Case & Benefits Management (2)
What are the common pitfalls with benefits management
and business case development?
• Poor definition of what the benefits actually are
• Lack of commitment by key stakeholders to realise the benefits
• Lack of clear ownership of benefits beyond the business case
• Lack of robust processes to manage, monitor and realise benefits
• Failure to update the business case in line with changes in
circumstances regarding benefits
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Benefits Management & PMO
Benefits & The Project/Programme
Lifecycle
The bigger
picture
15
Benefits
and
business
case
developm
ent
Benefits
and the
project /
programm
e lifecycle
Who
needs to
be
involved?
Next
steps
Benefits Management & PMO
Benefits Realisation – A Project
The bigger
picture
Benefits and
business
case
development
Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Next steps
Project Close
Project
“As is”
performance
& capability
New
capability
delivery
Embed new
capability
into
operations
Business
Performance
New
“business
as usual”
Benefits
Benefits Reviews
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Benefits Management & PMO
The bigger
picture
Aligning Benefits Management with
PRINCE2
Stage 1
Identifying &
defining benefits
Stage 2
Benefits
realisation
planning
Stage 3
Realising &
measuring
benefits
Benefits and
business
case
development
Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Next steps
Stage 4
Review &
evaluation of
benefits
Directing a project
Starting up a
project
Initiating a
project
Managing Stage
boundaries
Controlling A
stage
Closing a
project
Post project
period
“business
as usual”
Managing product
delivery
Planning
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Benefits Management & PMO
Benefits Realisation – A Programme
The bigger
picture
Benefits and
business
case
development
Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Next steps
Programme of Interrelated Projects
Project 1
Project 2
Project 3
Project 4
Programme Close
New Capability Delivery
Embed New Capability into
Operations
Business
Performance
Benefits
Benefits Reviews
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Benefits Management & PMO
The bigger
picture
Aligning Benefits Management with MSP
Stage 3
Realising &
measuring
benefits
Identifying a
programme
Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Next steps
Stage 4
Review &
evaluation of
benefits
Stage 2
Benefits
realisation
planning
Stage 1
Identifying &
defining benefits
Benefits and
business
case
development
Defining a
programme
Post
programme
period
Closing a
programme
Governing a programme
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Managing
the
portfolio
Managing
benefits
Delivering
capability
Realising
benefits
Benefits Management & PMO
Strategic
Assessment
Business
Justification
Procurement
Strategy
Investment
Decision
Readiness for
Service
Benefits
Evaluation
Request
for
Service
Deliverables
Deliverables
Benefits
Management
Strategy
Benefits Statement
(Section 1 of Benefit
Profile Template)
Benefits Map
Deliverables
As-is Process Maps
redesigned to reflect
process and role changes
required for successful
realisation of benefits
Priority vs. Likelihood Map
(with quality dimensions)
Programme Board
Appointed
Programme Manager
Appointed
Senior User
Appointed from
CCLG
Deliverables
Deliverables
Deliverables
Approved
Business Case
Monitoring the
Benefits
Realisation Plan
Benefit Reviews
Benefit Profiles
Benefit
Realisation Plan
(integral part of
overall project
plan)
Project Team
appointed
including
Benefit and Change
Managers
Benefits Management Activities
Preparation
Session 1: Introducing
Benefits Management
Session 2: Benefits
Identification & Map
Building Session
Session 3: Benefits
Appraisal & Process
Mapping
Session 4: Change Management Planning and Execution
Session 5: Detailed Benefits Definition and Measurements
Programme Lifecycle Activities
Programme
Identification
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Programme Definition
Programme Governance/Portfolio and Benefits
Management
Programme Closure
Benefits Management & PMO
Who needs to be involved?
The bigger
picture
21
Benefits
and
business
case
developm
ent
Benefits
and the
project /
programm
e lifecycle
Who
needs to
be
involved?
Next
steps
Benefits Management & PMO
The bigger
picture
Stakeholder Mapping
STAKEHOLDER POWER
HIGH
INFORM BUT INVOLVE
MINIMALLY
These groups need to be given
enough information to be
satisfied with your work. But, do
not overload them as they may
become disinterested and
negatively impact the changes.
LOW
LOW
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Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Next steps
INFORM EXTENSIVELY &
INVOLVE AS REQUIRED
The changes will not succeed
without these groups being
supportive and helping to drive
the initiatives. They will have
lots of other priorities, do not
exhaust their interest.
INFORM MINIMALLY
AND MONITOR
These groups are not critical to
success. However, it is important
to watch for any issues which could
raise their interest or power in
relation to the success of the
changes.
Benefits and
business
case
development
INFORM & INVOLVE
EXTENSIVELY
These groups will deliver the
majority of the change. Keep them
informed and involved. Do not
neglect them in favour of other
groups.
STAKEHOLDER INTEREST
HIGH
Benefits Management & PMO
The bigger
picture
Benefits and
business
case
development
Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Next steps
An integrated approach to Benefits Management:
The role of some of the multi-professional team
Reasons to get involved
Successful project delivery.
Technical expertise about eHealth
Projects. Management of the overall
process.
Project or
Programme
Manager
Outcomes of implementing the system, and the
distribution of benefits at a National level.
Lessons learned from other sites.
IST
Representative
Making the link between e-Health capabilities to
support the wider redesign agenda.
Information surrounding care
pathways, clinical practices,
treatment processes.
Service Manager
Easier access to patient information, more efficient
radiology processes, management information.
Creation of metrics by which to measure the
effectiveness of the programme.
Processes surrounding the running of
the affected dapartment.
Clinical Director
Better patient care.
Improved processes – clinical,
administrative and clerical
Finance
Representative
Understand how best value wil be delivered.
Provide current information and
encourage recognition of best value.
Understand how the system will link to other data
sources and provide data for secondary uses.
Knowledge around the specifics of
Information Management.
Representing the workforce.
Lessons learned from working in the
service.
eHealth Lead
Information
Manager
Staffside/
Partnership Rep
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Contribution
Benefits Management & PMO
Next Steps
The bigger
picture
24
Benefits
and
business
case
developm
ent
Benefits
and the
project /
programm
e lifecycle
Who
needs to
be
involved?
Next
steps
Benefits Management & PMO
Next steps
The bigger
picture
Benefits and
business
case
development
Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Next steps
Identify people within your project/programme who hold the essential
experience, knowledge and skills critical to success.
Benefits management
knowledge/skills
25
Benefits Management & PMO
Next steps (2)
The bigger
picture
Benefits and
business
case
development
Benefits and
the project /
programme
lifecycle
Who needs
to be
involved?
Next steps
Work with your stakeholders and project/programme team to define,
measure and realise the identified benefits.
If you need further guidance to define, measure and realise benefits from
your projects/programmes, then please refer to the following sessions in
the Benefits Management Toolkit:
- What is Benefits Management;
- Benefits Identification and Map Building;
- Benefits Appraisal and Process Mapping;
- Enabling Benefits Through Change; and,
- Benefits Definition and Measurement.
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Benefits Management & PMO
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Benefits Management & PMO