1 session 2: enabling benefits through change v4.0 may 2009 ehealth benefits management toolkit
TRANSCRIPT
1
Session 2:
Enabling Benefits Through Change
v4.0May 2009
eHealth Benefits Management Toolkit
2 Benefits Management
Session 2 Outline
Completing the Benefits
Dependency Network
Stakeholder analysis
Defining Change
3 Benefits Management
Session 2 Purpose
At the end of the session, you will have an understanding of:
• how to identify broad business and enabling changes required to deliver each benefit and map them out in the Benefits Dependency Network (BDN);
• how to conduct a stakeholder analysis to ensure that the relevant groups are consulted with and identify and pre-empt resistance; and
• how to identify appropriate owners for the changes required.
4 Benefits Management
Business Changes and Change Owners
Completing the Benefits
Dependency Network
Stakeholder analysis
Defining Change
5 Benefits Management
Benefits Dependency Network (BDN)
O1
Objectives
B1
B2
Benefits
C1
C2
Business changes
E1
E2
E3
Enabling changes
I1
I2
IM&T
Session 1 Session 2
6 Benefits Management
Enabling Benefits Through Change
• IM&T implementation will not bring benefits on its own: define how the system will be used to make improvements to the service and what changes are required to accomplish this
• Changes definition and implementation should form part of the standard project management of the investment
• Take account of constraints and assumptions defined in the project plan when defining changes
• Ensure key stakeholders are involved in agreeing and setting the changes
• Without the underpinning process and role changes, the benefits will not be delivered
7 Benefits Management
Defining Changes and Activities
Business changes: • new ways of working that are required to ensure that the desired
benefits are, and continue to be, realised. • This includes changes to processes, pathways, roles and working
relationships.
Enabling changes: • changes and activities that are pre-requisites for achieving the business
changes or that are essential to bring the system into effective operation within the organisation.
• These could be: infrastructure set up, data migration, training interventions, resolution of governance issues, decommissioning of legacy systems…
8 Benefits Management
Business Changes
ACTION:
Define the changes to processes and roles required to ensure that the benefit is realised.
• what changes need to happen within the operational line and services?• what changes will be required to the activities that people do?• which roles are affected?
NEXT:
Connect the benefits to the business changes required in the Benefits Dependency Network (BDN).
If any benefits do not have associated changes, should they be included in this programme/project.
ACTION:
Define the changes to processes and roles required to ensure that the benefit is realised.
• what changes need to happen within the operational line and services?• what changes will be required to the activities that people do?• which roles are affected?
NEXT:
Connect the benefits to the business changes required in the Benefits Dependency Network (BDN).
If any benefits do not have associated changes, should they be included in this programme/project.
(B1)C1: consult patient’s
history before ordering test (clinicians)
B1: Fewerrepeat
proceduresO1: Safe
(B1)C1: consult patient’s
history before ordering test (clinicians)
9 Benefits Management
Enabling Changes
ACTION:
Define the changes to governance and behaviours, the training interventions, working relationships,… required to support the business changes.
• what actions are required and when to ensure that the business changes can be implemented?
• Who will be responsible for each of them?
NEXT:
Connect the enabling changes to the business changes they support in the BDN.
ACTION:
Define the changes to governance and behaviours, the training interventions, working relationships,… required to support the business changes.
• what actions are required and when to ensure that the business changes can be implemented?
• Who will be responsible for each of them?
NEXT:
Connect the enabling changes to the business changes they support in the BDN.
(C1)E2: Doctor has
access to SCI Store(governance)
(C1)E1: Patient is
identified using CHI(Clinicians)
B1O1(C1)
E1: Patient is identifiedusing CHI (Clinicians)
C1
(C1)E2: Doctor has access toSCI Store (governance)
10 Benefits Management
System Features
When considering IM&T solutions and capabilities, eHealth Leads to ensure the following questions are addressed:
• Information management: Is information being collected and stored consistently?
• Infrastructure/Physical environment: Is there adequate access to the system? Is it fit for purpose?
• Technology integration: Are the system interfaces running? Is the appropriate information being fed into and out of the system?
11 Benefits Management
IM&T / System Capabilities
ACTION:
Define the system capabilities that need to be enabled to support the changes that will deliver the benefits.
• are any system capabilities not enabling any of the changes? If it costs money but does not add value, then should it be removed?
• are any of the benefits or changes on the map not enabled by a system capability? What is stopping the organisation
from implementing these right now?
NEXT:
Connect the business and enabling changes required to the system capabilities.
ACTION:
Define the system capabilities that need to be enabled to support the changes that will deliver the benefits.
• are any system capabilities not enabling any of the changes? If it costs money but does not add value, then should it be removed?
• are any of the benefits or changes on the map not enabled by a system capability? What is stopping the organisation
from implementing these right now?
NEXT:
Connect the business and enabling changes required to the system capabilities.
(E1)I1: System
Integration with CHI
(E1)I1: Systemintegrationwith CHI
B1O1 E1C1
E2
12 Benefits Management
Benefits Dependency Network (BDN)
O1
O2
Objectives
B1
B2
B3
Benefits
C1
C2
C3
Business changes
E1
E2
E3
E4
Enabling changes
I1
I2
I3
IM&T
ACTION:
Are there any changes enabling more than one benefits (e.g. E2)? or benefits supporting more than one objective (e.g. B2)?...
Link them to those additional benefits to finalise in the BDN.
13 Benefits Management
Stakeholder Analysis
Completing the Benefits
Dependency Network
Stakeholder analysis
Defining Change
14 Benefits Management
Stakeholder Management
Planning and monitoring are essential to good benefits management but gaining the commitment of the people who are likely to be affected is just as vital. Not identifying potential stakeholder issues may result in:
• People being defensive, refusing to acknowledge problems or blaming others rather than looking for solutions
• Constant questioning and scepticism
• Negative effect on job satisfaction and motivation
• Increase in absenteeism or staff leaving the organisation
• People not complying with the change agenda and not doing what they said they would
15 Benefits Management
Stakeholder Analysis
The purpose of stakeholder analysis is to:
• identify all stakeholders whose knowledge, commitment or action is needed to realise each benefit and who should therefore be involved;
• determine perceptions of project (“what’s in it for me”, disbenefits);
• understand changes that affect the group and their motivation to achieve or resist them; and
• agree actions needed to gain the required commitment of all stakeholders and develop an action plan.
16 Benefits Management
Change/Benefits Balance Analysis (JW)
NET BENEFITS BENEFITS BUT…
Should champion the project – but must be aware of implications for others and use their influence
Will be positive about benefits but concerned over changes needed – ensure sufficient enabling changes are identified to offset any resistance
FEW BENEFITS BUT… NET DISBENEFITS
Must be kept supportive by removing any inertia/apathy that may influence others negatively
Likely to resist changes – must ensure that all aspects of resistance are dealt with by enabling projects
Be
nef
its
re
ceiv
ed
High
Low
Changes requiredLow High
17 Benefits Management
Identifying Stakeholders
ACTION:
Think of all the people or groups that will be affected by the change:
• Who are the key stakeholders who have a significant influence on the project?
• What business changes will they contribute to make the project successful?
• What benefits will they get, “What’s in it for them?”• How committed to success will they be? • What could they do to jeopardise the realisation of the benefit? • What could be done to discourage negative influences and support
positive ones?
18 Benefits Management
Stakeholders Contribution
Engaging with the stakeholders will enable you to:
• Avoid conflict and associated delays • Identify additional enabling changes
• Refine business changes
• Refine benefits
• Formulate a benefits plan that is practical, sensible and do-able
• Prioritise efforts and understand current service performance
• Develop process ownership and gain commitment
19 Benefits Management
Defining Change
Completing the Benefits
Dependency Network
Stakeholder analysis
Defining Change
20 Benefits Management
Completing the Benefits Management Templates
• Transfer and expand into more detail the information from the Benefits Dependency Network in separate templates
• Use the templates for benefits, changes and stakeholder analysis available in the eHealth Benefits Management Toolkit, or devise your own
• Share the changes and IM&T capabilities identified with relevant parties to inform the project plan and system functional specifications
• Plan training and communications to coincide with roll-out and deployment schedules
21 Benefits Management
Completing the Change Template from the BDN
Change (C) or Enabler (E) ID
Change or Enabler description
… Prerequisite changes/ enabler(if relevant)
Dependent changes / enabler(if relevant)
Dependent benefit(s)
System feature(s) required
System feature(s) enabled
Enter ID number from BDN
Enter change name from Benefit Dependency Network (BDN)
… Enter the ID and name of the enabling change required to effect the change
Enter the ID and name of the business/enabling change enabled by the change
Enter name of the benefit this change enables
Enter the name of the system feature / functionality required to effect the change
Enter the name of the system feature enabled by the change
ACTION:Transfer the information from the BDN into the change template:
•What preliminary actions are required prior to the change?•What system capabilities do they require or enable?•What benefits do they support?
22 Benefits Management22
Enablers and Change Owners
Change owners:•Those who will need to mobilise change in their departments.•They will be responsible for ensuring that each change is translated to the operational line.•They will be expected to lead the change.
Enablers:•Those whose working practices need to change for the benefits to be realised and whose effort is required to ensure that each benefit is achieved.
Change owners:•Those who will need to mobilise change in their departments.•They will be responsible for ensuring that each change is translated to the operational line.•They will be expected to lead the change.
Enablers:•Those whose working practices need to change for the benefits to be realised and whose effort is required to ensure that each benefit is achieved.
23 Benefits Management
Who are the Enablers and Change Owners?
Change (C) or Enabler (E) ID
Change or Enabler description
Change owner(s) … Enabler(s) …
Enter ID number from BDN
Enter change name from Benefit Dependency Network (BDN)
Enter name and role of the person who will ensure that each change is translated to the operational line and is implemented
… Enter the people whose jobs will change
…
ACTION:Define and record the following information about the changes:
•Who will be responsible to ensure the changes are effected?•Who will actually implement them?
24 Benefits Management
Change Implementation
Change (C) or Enabler (E) ID
Change or Enabler description … Due date
Resources required
Enter ID number from BDN
Enter change name from Benefit Dependency Network (BDN)
Enter the date the change will be implemented
Enter what staff, equipment, logistics, financial resources … will be required to deliver the change
ACTION:Define and record the following information about the changes:
• When will the change be effected?• What resources will this require? Is this reflected in the “change owner”,
“enabler” and “prerequisite change/enabler” columns?
25 Benefits Management
Change Management
Most of the change management will be done as part of the standard project management process:
• Use change identification to assess the amount of work required to achieve each benefit and therefore its feasibility and viability.
• Have regular discussions to ensure that these activities have been included in the project plan and that all prerequisite changes and IM&T are in place in time.
• Keep track of progress. Any delay or issues should be investigated and remedial actions identified.
• Assess effect on the realisation of the benefits and amend the BDN and other templates accordingly.
26 Benefits Management
Further Reading and References
• Definitions, tables and diagrams marked (JW) are borrowed from:John Ward and Elizabeth Daniel, “Benefits Management: Delivering Value
from IS & IT Investment”, John Wiley & Sons Ltd, 2006
• Improvement Leaders’ Guide series, “Managing the Human Dimension of Change”, NHS Institute for Innovation and Improvement, 2005; http://member.goodpractice.net/ContinuousImprovementToolkit/resources/creating-an-improvement-culture/managing-the-human-dimensions-of-change.gp