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Agenda 1.00pmBenefits Management - A strategic business skill for all seasons Peter Glynne, Chair of Benefits Management SIG 1.30pmCase Study: Managing.

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Presentation on theme: "Agenda 1.00pmBenefits Management - A strategic business skill for all seasons Peter Glynne, Chair of Benefits Management SIG 1.30pmCase Study: Managing."— Presentation transcript:

1 Agenda 1.00pmBenefits Management - A strategic business skill for all seasons Peter Glynne, Chair of Benefits Management SIG 1.30pmCase Study: Managing the portfolio of benefits - Driving Standards Agency Nick Wensley, Steria & Secretary Benefits Management SIG 2.25pmUsing technology to enhance benefits management Merv Wyeth, Sussex Police 3.15pmRefreshments 3.30pmInteractive Break-Out Session - Sarah Harries 4.15pmCase Study “A Journey to Deliver Benefits“ Helen Anthony, Serco 5.00pmSummary and Close

2 Benefits Management Specific Interest Group (SIG) Driving Benefits Through Change APM South-East Branch 11 th February 2010 Peter Glynne Chair

3 Benefits Management SIG Setting the Context Sep 2008 Proposal to establish the SIG Oct 2008 Presentation to APM SIG Forum & Working Group formed Nov 2008 National Survey on Benefits management Issued to APM members (over 650 responses received) Mar 2009 Successful Benefits Management Conference held (over 150 people attended) May 2009 Formal approval from APM Board on 12 th May 2009

4 Our Strategy  Our Vision is: “to develop and promote benefits management as a core driver of successful project, programme portfolio and change management"  Our Strategic Intent for Professional Development is: "to become the recognised source and portal for the development and dissemination of knowledge on benefits management across the UK"  Our Strategic Intent for Membership is: "to support project and other business professionals with a strong interest in benefits management through knowledge sharing and the opportunity to network"

5 1.Increase our Membership Base by at least 25% by April Publish high-value SIG content on APM Website 3.Complete the 2009/10 events schedule 4.Publish thought leadership on benefits management 5.Contribute a development team to the APM Body of Knowledge (BoK) refresh 6.Establish new strategic partnerships 7.Issue at least 3 HTML newsletters 8.Hold committee meetings at least every 2 months 9.Establish a national SIG speaker panel 10.Establish strong relationships with other APM SIGs 2009/10 Ten Point Action Plan

6 2009/10 SIG Committee  Peter Glynne OGC/Deloitte  Nick Wensley Steria  Stewart Moffatt Ministry of Defence  David Kingston-Smith OGC  Rod Williams Ascot Barclay  Helen AnthonySerco  Sarah HarriesBT Openreach  Merv Wyeth Sussex Police  Simone Jagoe HMRC  Lyle George Independent Consultant  Allan Gregory BAA  Graham Avison Logica  Matthew Walker Mott McDonald  Trevor Howes Fujitsu  Paul CookeCequel Projects  Tony Hawkins Independent Consultant  David WallerNHS Information Centre

7 The Change Journey…….. Our Challenge

8 A Strategic Business Skill for all Seasons Published October 2009 First thought leadership publication from the SIG outlining:  The need to transform capability  The factors making a difference to benefits management  The opportunity for developing professionalism and a call to action Available at: https://www.apm.org.uk/benefits/Thoughtleadershippaper.asp

9 Factor 1 “The economic climate is driving the requirement for greater value for money, including cost reduction, across both public and private sectors”  The current economic climate is resulting in a strong focus on cost reduction across organisations  In the 2009 APM national survey, 54% of respondents indicated that cost reduction is a primary driver of projects and programmes in their organisation  Organisations are taking the lessons learned from applying essential cost reduction and using them to improve their approach to benefits management.

10 Factor 2 “The contribution of benefits management to successful strategic planning”  Many successful organisations are using benefits identification and planning to inform strategic decision-making  This ensures that desired strategic outcomes are linked to project/programme delivery and change management from their inception  As a result, they are constantly improving the success rate of their change programmes

11 Factor 3 “The need to align strategy, PPM delivery and embedding change into a single approach to managing benefits”  Evidence suggests that a long history of process-led project and programme management has resulted in many organisations having a purely delivery-led culture to managing change  This can result in failure to realise benefits post delivery as once the project/programme is delivered, change is seen as complete  To be successful, the change journey from strategy, through delivery, to embedding change needs to be benefits-driven.

12 Factor 4 “Benefits management is emerging as a core business skill for all managers engaged in leading and implementing change”  Change affects the majority of people within organisations  Benefits realisation needs to be a partnership approach between the managers delivering change and those in ‘business as usual’.  The governance model needs to be centred on ‘business as usual’ managers owning the benefits relevant to their area.  To ensure success, all managers involved in change must understand their roles and responsibilities in this partnership approach

13 Factor 5 “Portfolio management is now recognised as a standard board-level competency”  Traditionally, project and programme management has had limited exposure in the board room  Portfolio management is now the accepted standard for managing the overall set of projects and programmes across an organisation  In the 2009 APM national survey, 37% of respondent’s organisations currently use portfolio management whilst a further 35% are considering doing so.  Ultimately, senior executives are interested in the strategic benefits from change and the associated risks to them.

14 Factor 6 “The need to align the management of change with corporate performance management across the organisation”  All organisations undertake performance management at a corporate level whether through monthly management accounts, performance reports or CONTRACT MANAGEMENT  For change to be successful, management information on benefits should be aligned to the corporate performance framework  In the recent APM national survey, 60% of respondents indicated that their organisation had a standard set of key performance indicators to measure corporate business performance  A ‘single version of the truth’ to manage performance at a corporate level.

15 Our Roadmap Annual Conference May 2010 Publish a series of thought leadership reports Re-write of the APM Body of Knowledge (BoK) Publish guidance on aspects of benefits management including industry specific context Establish new strategic partnerships to promote professionalism in benefits management

16 Questions Website: https://www.apm.org.uk/benefitshttps://www.apm.org.uk/benefits Peter Glynne, Chair


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