benefits realisation management (brm) · why does brm matter? programme/project managers • shared...

Benefits Realisation

Management (BRM)

CIG Network

8 September 2015

Why am I here?

To find out:

• What Benefits Realisation Management is

• When you should be thinking about BRM

• Why do it

Opportunity for discussion and questions

What’s a benefit?

• A benefit can be defined as a measurable and positive consequence of change. It is not about mortar and bricks but the changes they will bring about and about the value and improvements this will deliver for stakeholders.

• It answers the question:

So What?

Why does BRM matter? Programme/Project Managers

• Shared understanding of

deliverables limiting scope creep

• Outcomes monitoring framework

supporting active management of

change and benefits in service

areas

• Responsibility for delivering

outcomes shared with business

Sponsors

• Systematic approach to assessing

value before making decision to

commit budget and resources

• Evidence to prioritise and manage

demands on limited budget

• Evidence of value delivered by

projects

Clinical and operational staff

• Projects driven by service and care

improvements not IT delivery

• Construction design aligned with

service needs and priorities

• Buildings that support new ways of

working not that dictate them

Patients

• Focus on delivery of quality

improvements

• Financial savings balanced against

“soft” benefits (patient experience,

quality of care, accessibility…)

5

Benefits Management Process 5. What

will

underpin

the

changes?

3.What

benefits will

they deliver?

2. What

improvements

do we want?

1. What are

the business

drivers?

4. What changes are

needed to achieve the

benefits?

START

Benefits Objectives Enabling

changes Supp

Business

changes Drivers

Include project in

business plan and

strategy

If yes, refine and

agree objectives

and benefits.

How can

IT/legislatio

n/infrastruc

ture be

deployed

to support

the

changes?

Nature &

scope of

enabling

changes

Number of

business

changes and

likelihood

Overall feasibility of

making the changes

Can the

benefits be

delivered?

Initiation

Planning

Delivery

Closure

Review and Evaluation

Handover, transition to occupancy

Proportionality

Scoping benefits

Measurable and realistic

Communicate and celebrate

Guidance

• SPFM – assurance and governance

• SCIM – delivery

• Construction Procurement Manual

PPM Centre of

Expertise

Contact us: PPM-CoE@scotland.gsi.gov.uk

share ideas and

experiences

Join us in the

Scottish Government

Programme & Project

Management Community

network with PPM professionals in the

public and third sectors consult our

library and find out about events

https://knowledgehub.local.gov.uk/