Benefits Management

Submitted by Hugo_Minney on Sun, 06/17/2012 - 12:52

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Benefits Management is the identification, planning and realisation of business benefits through proactive management of change and effective benefits leadership. It encompasses the entire change lifecycle from strategy to project/programme delivery to the embedding of change.

Benefits Management is the primary reason why organisations undertake change.  Why would you invest, and disrupt the status quo, if not to get something better?

But how often do you achieve what you set out to get?  Various estimates of how often projects are on time and on budget range from 10% to 30% (see references); in other words, more than three out of four change initiatives fail to deliver what was in their business case.

That's what Benefits Management is about!  A clear and credible framework to

  • identify realistic benefits,
  • engage people both doers (the project team) and those done to (line of business or Business as Usual), 
  • identify and do what is needed not just to hit the time and budget but also to achieve the benefits that will pay for the initiative (project, programme, strategic aim)
  • measure achievement in such a way that those who can make decisions, have the information to make the right decisions

Do the right things, in the right way, done well, to achieve the right results

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Recent Additions and Updates

If I were running the country - encouraging business

Submitted by Hugo_Minney on Tue, 05/21/2013 - 09:33

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Minimum wage

Fantasy government - what would I do if I were in government?  Well how about reduce corporation tax, increase income tax, increase minimum wage and invest in job creation in the regions?  That would be a good start - create jobs where there are workers, then make sure that the right amount of tax is collected and at the same time reduce spend on benefits which are only used to increase profits of selfish organisations.

Would it work?  Have your say.

PwC Report on the Current State of Project Management

Submitted by Hugo_Minney on Fri, 05/17/2013 - 10:44

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PwC Project Management ReportPwC found that successful companies are getting more mature in their project management ability.  This raises the game – successful companies have lower costs from fewer failed projects, and less successful companies have to work harder to catch up.  There are some important lessons to take this report for everyone – Read more…

Joy instead of tedium

Submitted by Hugo_Minney on Fri, 05/10/2013 - 21:04

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The Office

Every office has them - the tasks that have to be done that nobody likes doing.  Whether it's the audit, the wages, standard letters, whatever it is - someone has to do it and it feels like a waste of time and money.

Why should you care?

So you employ somebody, so why do you care about how tedious the task is? Well they are costing money, to do something that could be done far more effectively.

Learning from the Past

Submitted by HugoM on Fri, 05/10/2013 - 20:27

Evidence for service improvement

Many public service changes have little basis in evidence. Their success (or otherwise) does not appear to depend on how 'good' the policy itself is, but rather on how it has been implemented. This relies on staff attitudes and relationships. My research falls into a number of broad categories: finding out what is currently happening; what people think about it; and what people think it will mean.

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Consumer Price Index (CPI) Calculator for SROI

Submitted by Hugo_Minney on Tue, 04/16/2013 - 10:05

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CPI components

When calculating a Social Return on Investment (SROI) evaluation or SROI forecast , sometimes you have to rely on published figures from reports.  But if these are from a few years ago, then they probably need adjusting for inflation.

There are calculators on the web to do this for you, but I found them cumbersome and it was difficult to keep a record of what calculator I'd used, and how, for which value - auditability and transparency is vital for SROI.  So here's a spreadsheet to do this properly!