The synergy between benefits management and change management, workshop 2, Neil White, Parag Gogate, London, 23 June 2016 The APM Benefits Summit 2016 APM Benefits Management SIG

1. The synergy between
Benefits Management
&
Change Management
Neil White
&
Parag Gogate

2. Workshop Objective
‘to be better able to identify
opportunities to leverage
Change Management success
drivers that enable us to
achieve the greatest value
from our investments’

3. Workshop Agenda
 Introduce the 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: Neil White
 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: Parag Gogate
 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 Management Model
5
Practices
7
Principles

7. Benefits
Management
Practices
Benefits Management – 5 Practices
Identify & Quantify
Value & Appraise
Plan
Realize
ReviewBenefits
Management
Practices

8. An overview of the 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 reduction in 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 of BRM 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
First used by US Marines/Military

13. Perspective on Change
Verb
‘make or 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 Change Management
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 thinks of 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 refer to 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
between Benefits and
Change Management
Neil White
&
Parag Gogate
Thank you

20. This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.org.uk/events