benefit realisation management in practice at sheffield hallam university - by nicola...
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Presentation conducted by Nicola Haywood-Alexander at Sheffield Hallam University on 12th March 2013 on Benefits Realisation Management in PracticeTRANSCRIPT
Benefit Realisation Management in Practice at Sheffield Hallam UniversityGoldilocks and the Jar of Marmite!
Nicola Haywood-AlexanderHead of Business Improvement ServicesSecretary & Registrar's Directorate
Dual Practice of.....
Change Leadership:DesignDecision-makingStakeholder engagementReadiness for changeTransition
P3O:Project management Programme management Portfolio management(Corporate, IST and Estates)
'Be Brave' - 'Staying true' .
Corporate Level Programme/projects and Strategies
Improving Student Experience Academic and Student Process Improvements Student Service Improvements Future Student Relationship Management Data Warehouse and Institutional MI Reporting Research and KT Information & Data Processes HR and Payroll System Single Card
Estates Strategy International Strategy Sports Strategy
Using benefits to support management of corporate change portfolio at SHU
Definition: Considering benefits when the strategic objectives are set Qualitative as well as value based benefits
Delivery: Mapping the change strategy, combining it with the
blueprint/ product breakdown to design programme Managing interdependencies Prioritisation
Exploitation: Focus on benefit and outcomes rather than solution centric programmes and
projects Business case and value management
Review: Corporate performance framework Post phase, programme and transition reviews
Source: Ashurst et al., 2008
Toolkit
Benefit statements
Benefit maps
Benefits profiles
Interdependency logs
Benefit realisation planning
Benefit reporting
Deployment and maturity
• Emergent • UEG leadership• Linked with business case,
blueprint and programme delivery framework
But...• Variable engagement • Variable institutional experience • Multiple levels of maturity
How we use Benefit Realisation Management
• Strategic performance
management
• Value management
• Portfolio management
• Change management
- Metrics and indicators
- Cost benefit analysis
- Prioritisation
- Change journey and rationale
Understanding - and - Story-telling
Practitioner Issues
• Who is the BR Manager?
• Problem or strategy centric?
• Complexity
• Expressing tangible benefits
• MI, data and service metrics
• Developing indicatorso qualitative and quantitative
• Often retrospective
• 'Lip service' 'Academic exercise'
Academic Issues
• Causal and affect
• Feedback and evaluation of assumptions
• Strategy or value management
• Change management o organisational development o organisational behaviour
JuxtapositionIntegration
Change
Visioning
Reengineering
Reorganising
Restructuring
The Structural Side
TRUST Transition
The People Side
Letting Go
Grieving
Rebuilding Faith & Hope
Learning Anew
Success with BRM
More than just organisation....
• Paradigm shift that is subtle, but extremely important
• What is already know becomes valuable and hence practice makes sense
• Relationships are a vital ingredient to working across cultures
Source: Ashurst et al., 2008
Changing management is contextual
“Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.”
Peter Drucker
Source: Johnson & Scholes, 1992
The sector's is currently undergoing potentially radical change
There is a legacy of debate regarding university management to reflect upon
People either love it or hate it - managers and academics alike
A technique with many facets
An experienced practitioner can chose to use and apply the tools in numerous combinations.
The trick is to get it just right!
Goldilocks and the Jar of Marmite?
Thank youQuestions?