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APM Benefits Summit 2017 - Implementing a benefits-led approach to portfolio management, case study by Thomas Coleman and Penny Chalton, 22 June

  1. Delivering a world-class Transformation Directorate at the MPS Penny Chalton, Thomas Coleman | 22 June 2017
  2. 2 1. The Deloitte Approach 3 2. Client Case Study 4 3. Q&A 12 Contents
  3. Benefits Management: The Deloitte Approach Enablers Approach Pillars of Success 5 iterative steps that any organisation seeking to realise benefits should undertake Benefit Realisation Benefits Identification & Mapping Benefit Profiling Benefit Planning Benefit Monitoring and Review Our Approach Monitor Tracking the progress of the realisation plan, capture actual measurements of the benefits and take any corrective actions if required Building a culture of benefits realisation Effective communications to support a benefits-driven change culture Accurate Management Information Dashboard reporting on benefits to drive effective decision making Robust Governance A robust governance model for benefits, driving ownership and accountability Track record of delivering results. We have worked with organisations across industries to drive improvements to their benefits management capability. Understanding of the challenges to benefit realisation. Our SMEs have vast experience bringing stakeholders together to deliver and realise benefits. In-house tools. We can recommend and implement in-house and commercial tools to support organisations at each stage of the benefits management approach. End-to-end expertise. We instil a benefits focus through all parts of the transformation journey, from design to implementation to transition. Realisation Embedding and achieving the target measurement of change Identification & Mapping Identify benefits and relationships with the strategic objectives then map them on a single page diagram Profiling Capture key management information such as baselines, targets, owners and enablers Planning Outline the required activities, roles and responsibilities, and timelines involved in realising the benefits Benefits management is the structured approach to maximising positive business outcomes for an organisation as a result of change. It is fundamental to effective programme management and measuring the value of your change portfolio.
  4. 4 Client case study Metropolitan Police Service – Delivering a world-class Transformation Directorate. Changing nature of crime and growing demand Population growth and demographic change Changing customer demands, e.g. digital access and social media Ageing IT infrastructure Adoption of more efficient ways of working Vision: to make London the safest global city Drivers of change
  5. 5 Context To deliver its vision of making London the safest global city we are working in partnership with the MPS to establish a permanent, world-class Transformation Directorate that will deliver an ambitious portfolio of twelve transformation programmes known as One Met Model (OMM) 2020. In the news… Key areas of transformation Shifting demand to more cost-effective channels through increasing use of digital services Enhanced management of information to better tackle threat, risk and harm, particularly to vulnerable people Transformation of local policing, specialist investigation and intelligence models Investment in new technology, including Body Worn Video, tablets and core IT Modernising the workforce through alternate career pathways and direct entry Estate rationalisation and agile ways of working Enhancing armed policing capability
  6. 6 Deloitte’s support Establishing a permanent, world-class Transformation Directorate The Transformation Directorate Portfolio Office • Portfolio prioritisation and analysis • Portfolio Benefits management • Portfolio Risk management • Portfolio Planning • Resource management • Portfolio reporting and governance • Programme guidance and specialist resources • Programme assurance Programme Delivery • Programme Management • Project Management • Programme & Project planning • Programme & Project governance • Programme & Project risk management • Programme & project resource planning • Programme & project benefits management Integrated Design and Delivery • Design assurance at an enterprise level in the Met • Analytical support, design and development support and advice • Design standards and change control • Maintains links between business and technology Ongoing support to programmes across these areas Business Change Management • OMM 2020 Business Change Framework • Programme business change advice, guidance and assurance • Portfolio business change plan alignment • Stakeholder management tools • Facilitate access to local change networks and other business change enablers
  7. 7 The Challenge Setting up a world-class benefits management capability to support delivery of the OMM 2020 portfolio. Initial challenges: • Low understanding of and buy-in to benefits management across the organisation and in the transformation portfolio • No single framework for managing benefits in the portfolio • Benefits in business cases were often loosely defined • Focus on financial, cashable benefits at the expense of non-financial benefits • Benefits not baselined or profiled • Lack of detailed planning to understand the enabling activities required to realise benefits • Roles and responsibilities for measuring, tracking and realising benefits had not been defined • Requirement to establish the benefits management function and processes while supporting the programmes in identifying their benefits • Instances of unclear allocation of benefits across programmes and potential double counting
  8. 8 Our approach Our approach consisted of three parallel strands of work. Establish portfolio benefits management framework Launch and communicate Define governance of benefits management Support portfolio analysis 1. Build portfolio office benefits management function 2. Support the programmes Facilitate benefit mapping workshops Provide guidance and templates for benefit profiling, realisation plans and tracking On-going assurance and challenge of business cases, benefit profiles and plans On-going coaching and support to MPS colleagues on benefits management best practice, and recruitment of new team members 3. Capability building
  9. 9 What makes this engagement interesting… …working with senior police officers to define the measures that will demonstrate successful delivery of their programme benefits …understanding the metrics the MPS use to monitor performance, and incorporating benefits management into BAU performance management …collaborating with MOPAC officials to link programme benefits to the Mayor’s Police and Crime Plan …and checking out the body worn video cameras…
  10. 10 Outcomes Our support has raised the maturity of managing benefits across the OMM 2020 portfolio. • The portfolio benefits framework is widely recognised across the portfolio • Defined benefits for all programmes and a portfolio-wide view of benefits • Defined narrative for all enabling programmes and how they support delivery of the transformation objectives • Aligned benefits across the portfolio to the Mayor’s Police and Crime Plan, ensuring programme benefits deliver strategic and mayoral priorities for improving the effectiveness of policing and reducing crime across London • The portfolio governance interrogates identified benefits at various levels, therefore reducing the risk of under-delivery of forecasted benefits.
  11. 11 Building and developing capability at the MPS Our external recruitment campaign for transformation professionals The One Met Model will transform how the largest police force in the U.K. operates – establishing new ways of engaging with communities and moving more services online, all while equipping officers and staff with modern technology and building capability to exploit data and be intelligence-led. The scale of transformation at the Met is unparalleled across the public and private sector. To deliver this transformation the Met needs the most talented change professionals in its newly formed Transformation Directorate. The Met is recruiting to a wide range of professional change and transformation roles, within portfolio and programme delivery, design and business change. Professionals joining the TD will make a tangible impact in helping the Met respond to the changing nature of crime, and will be working on the most complex transformation in the U.K. The recruitment campaign closes on 11 July 2017. For more information, come and speak to us in the market place or visit
  12. 12 Q&A Get in touch Penny Chalton, Thomas Coleman,
  13. This publication has been written in general terms and we recommend that you obtain professional advice before acting or refraining from action on any of the contents of this publication. Deloitte MCS Limited accepts no liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication. Deloitte MCS Limited is registered in England and Wales with registered number 03311052 and its registered office at Hill House, 1 Little New Street, London, EC4A 3TR, United Kingdom. Deloitte MCS Limited is a subsidiary of Deloitte LLP, which is the United Kingdom affiliate of Deloitte NWE LLP, a member firm of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”). DTTL and each of its member firms are legally separate and independent entities. DTTL and Deloitte NWE LLP do not provide services to clients. Please see to learn more about our global network of member firms. © 2017 Deloitte MCS Limited. All rights reserved.