Transcript Introducing Benefits Management.

eHealth Benefits Management Toolkit
Session 2:
Enabling Benefits
Through Change
v4.0
May 2009
1
Session 2 Outline
Completing
the
Benefits
Dependenc
y Network
2
Stakeholde
r analysis
Defining
Change
Benefits Management
Session 2 Purpose
At the end of the session, you will have an understanding of:
• how to identify broad business and enabling changes required to deliver
each benefit and map them out in the Benefits Dependency Network
(BDN);
• how to conduct a stakeholder analysis to ensure that the relevant groups
are consulted with and identify and pre-empt resistance; and
• how to identify appropriate owners for the changes required.
3
Benefits Management
Business Changes and Change Owners
Completing
the
Benefits
Dependenc
y Network
4
Stakeholde
r analysis
Defining
Change
Benefits Management
Benefits Dependency Network (BDN)
Session 1
Session 2
Objectives
Benefits
Business
changes
Enabling
changes
O1
B1
C1
E1
I1
B2
C2
E2
I2
IM&T
E3
5
Benefits Management
Enabling Benefits Through Change
• IM&T implementation will not bring benefits on its own: define how the
system will be used to make improvements to the service and what
changes are required to accomplish this
• Changes definition and implementation should form part of the standard
project management of the investment
• Take account of constraints and assumptions defined in the project plan
when defining changes
• Ensure key stakeholders are involved in agreeing and setting the
changes
• Without the underpinning process and role changes, the benefits will not
be delivered
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Benefits Management
Defining Changes and Activities
Business changes:
• new ways of working that are required to ensure that the desired benefits
are, and continue to be, realised.
• This includes changes to processes, pathways, roles and working
relationships.
Enabling changes:
• changes and activities that are pre-requisites for achieving the business
changes or that are essential to bring the system into effective operation
within the organisation.
• These could be: infrastructure set up, data migration, training
interventions, resolution of governance issues, decommissioning of
legacy systems…
7
Benefits Management
Business Changes
ACTION:
Define the changes to processes and roles required to ensure that the
benefit is realised.
• what changes need to happen within the operational line and services?
• what changes will be required to the activities that people do?
• which roles are affected?
(B1)
C1: consult patient’s
history before ordering
test (clinicians)
NEXT:
Connect the benefits to the business changes required in the Benefits
Dependency Network (BDN).
If any benefits do not have associated changes, should they be included in
(B1)
this programme/project.
B1: Fewer
O1: Safe
8
repeat
procedures
C1: consult patient’s
history before ordering
test (clinicians)
Benefits Management
Enabling Changes
ACTION:
Define the changes to governance and behaviours, the training
interventions, working relationships,… required to support the business
changes.
• what actions are required and when to ensure that the business changes
can be implemented?
(C1)
• Who will be responsible for each of them? E2: Doctor has
access to SCI Store (C1)
(governance) E1: Patient is
identified using CHI
(Clinicians)
NEXT:
Connect the enabling changes to the business changes they support in the
(C1)
BDN.
O1
B1
C1
E1: Patient is identified
using CHI (Clinicians)
(C1)
E2: Doctor has access to
SCI Store (governance)
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Benefits Management
System Features
When considering IM&T solutions and capabilities, eHealth Leads to
ensure the following questions are addressed:
• Information management: Is information being collected and stored
consistently?
• Infrastructure/Physical environment: Is there adequate access to the
system? Is it fit for purpose?
• Technology integration: Are the system interfaces running? Is the
appropriate information being fed into and out of the system?
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Benefits Management
IM&T / System Capabilities
ACTION:
Define the system capabilities that need to be enabled to support the
changes that will deliver the benefits.
• are any system capabilities not enabling any of the changes? If it costs
money but does not add value, then should it be removed?
• are any of the benefits or changes on the map not enabled by a system
capability? What is stopping the organisation
(E1)
from implementing these right now?
I1: System
Integration with CHI
NEXT:
Connect the business and enabling changes required to the system
(E1)
capabilities.
O1
11
B1
C1
E1
E2
I1: System
integration
with CHI
Benefits Management
Benefits Dependency Network (BDN)
Objectives
Benefits
Business
changes
Enabling
changes
O1
B1
C1
E1
I1
B2
C2
E2
I2
IM&T
E3
O2
B3
C3
I3
E4
ACTION:
Are there any changes enabling more than one benefits (e.g. E2)? or
benefits supporting more than one objective (e.g. B2)?...
Link them to those additional benefits to finalise in the BDN.
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Benefits Management
Stakeholder Analysis
Completing
the
Benefits
Dependenc
y Network
13
Stakeholde
r analysis
Defining
Change
Benefits Management
Stakeholder Management
Planning and monitoring are essential to good benefits management but
gaining the commitment of the people who are likely to be affected is just
as vital. Not identifying potential stakeholder issues may result in:
• People being defensive, refusing to acknowledge problems or blaming
others rather than looking for solutions
• Constant questioning and scepticism
• Negative effect on job satisfaction and motivation
• Increase in absenteeism or staff leaving the organisation
• People not complying with the change agenda and not doing what they
said they would
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Benefits Management
Stakeholder Analysis
The purpose of stakeholder analysis is to:
• identify all stakeholders whose knowledge, commitment or action is
needed to realise each benefit and who should therefore be involved;
• determine perceptions of project (“what’s in it for me”, disbenefits);
• understand changes that affect the group and their motivation to achieve
or resist them; and
• agree actions needed to gain the required commitment of all
stakeholders and develop an action plan.
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Benefits Management
Change/Benefits Balance Analysis
Benefits received
High
Low
NET BENEFITS
BENEFITS BUT…
Should champion the project –
but must be aware of
implications for others and use
their influence
Will be positive about benefits
but concerned over changes
needed – ensure sufficient
enabling changes are identified
to offset any resistance
FEW BENEFITS BUT…
NET DISBENEFITS
Must be kept supportive by
Likely to resist changes – must
removing any inertia/apathy that ensure that all aspects of
may influence others negatively resistance are dealt with by
enabling projects
Low
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(JW)
Changes required
High
Benefits Management
Identifying Stakeholders
ACTION:
Think of all the people or groups that will be affected by the change:
• Who are the key stakeholders who have a significant influence on the
project?
• What business changes will they contribute to make the project
successful?
• What benefits will they get, “What’s in it for them?”
• How committed to success will they be?
• What could they do to jeopardise the realisation of the benefit?
• What could be done to discourage negative influences and support
positive ones?
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Benefits Management
Stakeholders Contribution
Engaging with the stakeholders will enable you to:
• Avoid conflict and associated delays
• Identify additional enabling changes
• Refine business changes
• Refine benefits
• Formulate a benefits plan that is practical, sensible and do-able
• Prioritise efforts and understand current service performance
• Develop process ownership and gain commitment
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Benefits Management
Defining Change
Completing
the
Benefits
Dependenc
y Network
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Stakeholde
r analysis
Defining
Change
Benefits Management
Completing the Benefits Management Templates
• Transfer and expand into more detail the information from the Benefits
Dependency Network in separate templates
• Use the templates for benefits, changes and stakeholder analysis
available in the eHealth Benefits Management Toolkit, or devise your
own
• Share the changes and IM&T capabilities identified with relevant parties
to inform the project plan and system functional specifications
• Plan training and communications to coincide with roll-out and
deployment schedules
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Benefits Management
Completing the Change Template from the BDN
Change Change or
(C) or Enabler
Enabler description
(E) ID
… Prerequisite
changes/
enabler
(if relevant)
Dependent
changes /
enabler
(if relevant)
Dependent
benefit(s)
System
feature(s)
required
System
feature(s)
enabled
Enter ID
number
from
BDN
… Enter the ID and
name of the
enabling change
required to
effect the
change
Enter the ID and
name of the
business/enabli
ng change
enabled by the
change
Enter name of
the benefit this
change
enables
Enter the
name of the
system
feature /
functionality
required to
effect the
change
Enter the
name of the
system feature
enabled by the
change
Enter
change
name from
Benefit
Dependency
Network
(BDN)
ACTION:
Transfer the information from the BDN into the change template:
•What preliminary actions are required prior to the change?
•What system capabilities do they require or enable?
•What benefits do they support?
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Benefits Management
Enablers and Change Owners
Change owners:
•Those who will need to mobilise change in their departments.
•They will be responsible for ensuring that each change is translated to
the operational line.
•They will be expected to lead the change.
Enablers:
•Those whose working practices need to change for the benefits to be
realised and whose effort is required to ensure that each benefit is
achieved.
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Benefits Management
Who are the Enablers and Change Owners?
Change Change or
(C) or
Enabler
Enabler description
(E) ID
Change owner(s)
…
Enabler(s)
…
Enter ID
number
from
BDN
Enter name and role of
the person who will
ensure that each
change is translated to
the operational line and
is implemented
…
Enter the people
whose jobs will
change
…
Enter change
name from
Benefit
Dependency
Network (BDN)
ACTION:
Define and record the following information about the changes:
•Who will be responsible to ensure the changes are effected?
•Who will actually implement them?
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Benefits Management
Change Implementation
Change
(C) or
Change or
Enabler Enabler
(E) ID
description
Enter
ID
number
from
BDN
Enter change
name from
Benefit
Dependency
Network
(BDN)
…
Due date
Enter the
date the
change will
be
implemented
Resources
required
Enter what staff,
equipment,
logistics, financial
resources … will be
required to deliver
the change
ACTION:
Define and record the following information about the changes:
• When will the change be effected?
• What resources will this require? Is this reflected in the “change owner”,
“enabler” and “prerequisite change/enabler” columns?
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Benefits Management
Change Management
Most of the change management will be done as part of the standard
project management process:
• Use change identification to assess the amount of work required to
achieve each benefit and therefore its feasibility and viability.
• Have regular discussions to ensure that these activities have been
included in the project plan and that all prerequisite changes and IM&T
are in place in time.
• Keep track of progress. Any delay or issues should be investigated and
remedial actions identified.
• Assess effect on the realisation of the benefits and amend the BDN and
other templates accordingly.
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Benefits Management
Further Reading and References
• Definitions, tables and diagrams marked (JW) are borrowed from:
John Ward and Elizabeth Daniel, “Benefits Management: Delivering Value
from IS & IT Investment”, John Wiley & Sons Ltd, 2006
• Improvement Leaders’ Guide series, “Managing the Human Dimension of
Change”, NHS Institute for Innovation and Improvement, 2005;
http://member.goodpractice.net/ContinuousImprovementToolkit/resources
/creating-an-improvement-culture/managing-the-human-dimensions-ofchange.gp
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Benefits Management