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Manage Implementation Change

This document discusses benefit realization management (BRM) techniques for managing projects. It describes three types of maps used in BRM: strategy maps, benefits maps, and benefit dependency maps. Strategy maps link objectives to strategic goals. Benefits maps link potential benefits to objectives. Benefit dependency maps add enablers and changes that benefits depend on. Mapping is the most important BRM tool for planning objectives and benefits in a logical, independent, and mutually supportive way.

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66 views2 pages

Manage Implementation Change

This document discusses benefit realization management (BRM) techniques for managing projects. It describes three types of maps used in BRM: strategy maps, benefits maps, and benefit dependency maps. Strategy maps link objectives to strategic goals. Benefits maps link potential benefits to objectives. Benefit dependency maps add enablers and changes that benefits depend on. Mapping is the most important BRM tool for planning objectives and benefits in a logical, independent, and mutually supportive way.

Uploaded by

chinedu
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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130 G o w e r H a n d b o o k o f P r o j e c t M a n a g e m e n t

Manage Implementation and Change

This phase includes the heaviest stakeholder engagement as the enablers are implemented
and the business changes are managed. Both the program/project manager and the
business change manager must engage with stakeholders to:

• mitigate the impact of disbenefits;


• manage the smooth transition into business as usual;
• establish with the business an effective and enduring benefit tracking and reporting
regime.

Stakeholders who feel they will experience more disbenefits than benefits are likely to
feel demotivated and possibly resistant to the changes and will need particularly careful
handling. Clear communication of the vision for the organization and the benefits for
customers usually helps to increase motivation and mitigate the perceived disbenefits.

Manage Performance

This phase pulls together all the measurement of benefits, much of which started in
Phase 3, to check that the project is on track to deliver the vision and/or bounding
objectives. Where benefits are not on target remedial action may need to be taken. During
this Phase the Program/Project team will disband and move on to other things as the final
part of the transition to the business is completed. This includes the business taking full
responsibility for ongoing measuring and reporting of benefits. The Benefit Facilitator on
behalf of the Portfolio Board should check that this reporting of benefits continues and
that any ‘lessons learned’ are appropriately disseminated and acted upon.

BRM Techniques, Especially Mapping


BRM contains a range of tools covering:

• Objectives setting and project scoping;


• Benefit identification;
• Benefit classification;
• Validation and evaluation of benefits;
• Benefit mapping;
• Requirements definition;
• Prioritization and option selection;
• Measure identification;
• Baseline determination and target setting;
• Benefit tracking and reporting.

These are all extremely useful and are fully described in my book (Bradley, 2010); however
the single most important tool is mapping which I will now describe in more detail.
Within BRM there are three types of map all of which link entities in ‘cause and
effect’ relationships:
B e n e f i t s R e a l i z a t i o n M a n a g e m e n t 131

• A Strategy Map of linked objectives which may also be linked to the vision, if one
exists, or to one or more of the organization’s strategic objectives. This is used to
determine the bounding objectives for the potential program/project.
• A Benefits Map which links potential benefits to one of the bounding objectives,
determined above. There will usually be a separate Benefits Map for each bounding
objective.
• A Benefit Dependency Map which is a Benefits Map with the addition of the enablers
and business changes on which achievement of the benefits depend. This provides an
early view of the Blueprint or Target Operational State.

Strategy Map

The objectives for this map are determined, ideally in a workshop of senior stakeholders,
by considering the drivers for change – both fixing problems and exploiting new
opportunities (see Figure 8.3).
The map is built starting with the ultimate goal on the right and then working right
to left. When linking the objectives, the main considerations are an understanding of
the business environment and logic. When considering the feeder objectives for any
particular objective the logic tests should ask whether the set of feeder objectives are:

• collectively sufficient;
• individually necessary;
• mutually independent;
• likely to lead to different kinds of change activity.

Once the map has been completed, bounding objectives are determined by considering
the responsibilities of two key individuals – the potential funder and the project manager.
The bounding objectives will be sufficiently far to the right that the funder would consider
making the investment but sufficiently far to the left that the potential project manager is
prepared to accept the challenge and take responsibility for their fulfillment.

Benefits Map

This is developed starting with a Bounding Objective at the right hand end and working
to the left. The first step is to identify a set of benefits that equate to the objective. These
are referred to as End Benefits. They should be:

• collectively sufficient;
• individually necessary;
• mutually independent;
• likely to lead to different kinds of change activity.

Once these have been agreed, feeder benefits need to be identified using similar logic.
This continues until the map is complete. As progress moves towards the left, the first and
fourth bullet in the above test can be relaxed. Figure 8.4 shows a simple example of such
a Benefits Map which I personally developed to reduce my carbon footprint.

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