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