benefits thinking movement | pmi · and embedded into organizational routines. benefits thinking...
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Throughout 2016, PMI, through the Global Executive Council, assembled a group of NextPerts—individuals who are rising stars in their organizations— to develop actionable techniques to address benefits realization management (BRM). The group focused on ways to identify, measure, deliver, and sustain benefits to ensure project-based strategic initiatives impact the business as intended. The group identified the techniques on the following pages that can be adopted, adapted, and embedded into organizational routines.
Benefits Thinking Movement
Benefits Thinking MovementPowered By: PMI Global Executive Council NextPerts, #PMINextPerts
Allison Bass, PMP, Senior Portfolio Leader, Dell Services
Christopher Bair, PMP, Managing Director, Deloitte Consulting LLP
Jack Connell, Assistant Vice President, Citi
Niyi Adedji, PMP, PMI-ACP, CSM, SAFe, Program Manager, HPE
A. Christoph Wehrle, PMP, Bosch
Burkhard Gerlach, Consultant, Siemens
Cyrille Leclere, PMP, PM Business Partner, Engineering Change Projects, Airbus
Lacey Gremmels, PMP, Region PMO Lead, Deere & Company
Tim Kaltwasser, Project Manager, Airbus
© 2016 Project Management Institute, Inc. All rights reserved. “PMI,” the PMI logo, and “Making project management indispensable for business results.” are registered marks of Project Management Institute, Inc. For a comprehensive list of PMI marks, contact the PMI Legal Department. BRA-035-2016.
14 Campus BoulevardNewtown Square, PA 19073-3299 USAPMI.org
The Global Executive Council is a group of elite organizations that works to enhance and influence the direction and future of the project management profession.
FINDING THE RIGHTQUESTION...
HOW MANY BENEFITS
IS ENOUGH?
BENEFITS THINKING
Organization-level benefits focused
philosophy to embed a benefits-led culture
BENEFITS-LED CULTURE
PROJECT OPTIMISM
WHICHBENEFITS
MATTER MOST?
MOVEMENT
BENEFITSBUSINESS
CASE
The justificationfor creating a
Benefits Thinkingmovement within
an organization
It also establishesorganizational
Benefits Capabilityto be presented
to the C-suiteto gain theirsponsorship
andprioritization
Continuous and final review of past
initiatives to capture benefits and
measurement approaches; and
offers insights that could be recycled/
reused or avoided in future initiatives
BENEFITS RECYCLING
BENEFITS LIFE CYCLE
Includesorganization-level drivers, guides, governance, and enables the initiative-level benefitslife cycle
PROBLEMSTATEMENT
Organizations need a way to clearly,
easily and ineratively identify, communicate, and measure
benefits...
...so that they knowthe business value
throughout an initiative
ENABLING
LEARNING
Graphical depiction of the core phases of an
organization's benefits life cycle across the project
portfolio
BENEFITS ROADMAP
BENEFITS CYCLE
(RE)DEFINE
COMMUNICATEMEASURE
Benefits identification,
communication, and associated
measurement are locked in
Benefits are measured and provided to the Benefits Dashboard
Benefits are communicated to
the necessary stakeholder
groups
The known (visible) and unknown (below the
water) forces that can impact realization of benefits associated
with a strategic initiative
Benefits Cycle
BENEFITSCAPABILITY
SMARTUP VISUALS
Benefits IncentivizationSystem of rewards or
penalties to drive employee behavior towards Benefits Thinking
Aligning the benefits mindset to the organization's
established risk and governance processes
and standards.
Benefits Linkages
Who sets the policies,
procedures, and measures of benefits?
CSO? EPMO?
Chief Benefits Officer
CEO
Reports to the
Benefits Briefing CEO provides a sound basis for the cultural
change that will enable the Benefits Thinking
Movement
The governance
body that reviews the business cases for all
strategic initiatives, approves the identified benefits and
proposed measurement methods and drives
benefits culture
Chairs the Benefits Board
Benefits DashboardGoing beyond
budget, scope and schedule, reporting,
and visually communicating business impact
CEO
Once the benefits capacity has been
established, promote
continuous education within
the organization to link tactical-level work to high-level
initiatives and benefits
Establish a Benefits AllianceBenefits Iceberg
AHA
MINDSET SHIFT
AHA
BENEFITS ICEBERG
AHA
HANDSHAKE HUDDLE
Identify, Execute, and Sustain Benefits: Ways to Start a Movement in Your Organization Taking a design thinking approach that develops solutions in line with customer experience, the process the group identified starts with a strong business case. This provides justification for creating a benefits-focused culture to quantify and calculate the need for a long-term view beyond the project. Forming a Benefits Thinking Movement within an organization can help establish organizational benefits capabilities that can be presented to the C-suite.
Identify: Consider the role of a Chief Benefits Officer (CBO) to set the policies, procedures, and measurement of benefits. This role could be fulfilled by an existing Chief Strategy Officer or EPMO equivalent body. The governance body forms a Benefits Alliance that:
• Reviews the business cases for all strategic initiatives
• Approves the identified benefits and proposed measurement methods
• Drives benefits culture in collaboration with end-user business units Execute: Use both an enterprise roadmap to anchor proven benefits management practices and common dashboard techniques to expand visual tracking/communication of project status beyond the fundamental budget, scope, and schedule parameters. These are useful methods to consider in charting a course through both project knowns and unknowns (see Benefits Iceberg).
Sustain: Establishing a Benefits Mindset starts with chief executives conveying that all projects in the portfolio must reflect strategy and track business benefits realized (see Mindset Shift). Incentivizing behavior of project teams to embrace this culture shift harnesses the core of a change capability in any organization. Continuing on the work of the Benefits Alliance, periodic huddles between project teams and business units not only keep benefits targets on track, but also provides a means to sustain benefits (see Handshake Huddle).
Throughout 2016, PMI, through the Global Executive Council, assembled a group of NextPerts—individuals who are rising stars in their organizations— to develop actionable techniques to address benefits realization management (BRM). The group focused on ways to identify, measure, deliver, and sustain benefits to ensure project-based strategic initiatives impact the business as intended. The group identified the techniques on the following pages that can be adopted, adapted, and embedded into organizational routines.
Benefits Thinking Movement
Benefits Thinking MovementPowered By: PMI Global Executive Council NextPerts, #PMINextPerts
Allison Bass, PMP, Senior Portfolio Leader, Dell Services
Christopher Bair, PMP, Managing Director, Deloitte Consulting LLP
Jack Connell, Assistant Vice President, Citi
Niyi Adedji, PMP, PMI-ACP, CSM, SAFe, Program Manager, HPE
A. Christoph Wehrle, PMP, Bosch
Burkhard Gerlach, Consultant, Siemens
Cyrille Leclere, PMP, PM Business Partner, Engineering Change Projects, Airbus
Lacey Gremmels, PMP, Region PMO Lead, Deere & Company
Tim Kaltwasser, Project Manager, Airbus
© 2016 Project Management Institute, Inc. All rights reserved. “PMI,” the PMI logo, and “Making project management indispensable for business results.” are registered marks of Project Management Institute, Inc. For a comprehensive list of PMI marks, contact the PMI Legal Department. BRA-035-2016.
14 Campus BoulevardNewtown Square, PA 19073-3299 USAPMI.org
The Global Executive Council is a group of elite organizations that works to enhance and influence the direction and future of the project management profession.