20. Benefits
Processes
Benefits
Planning
Benefits
Enablement
Benefits
Harvesting
4th Draft CBBs CBB
Maturity CBB Practices
Practice
Maturit
yCBB Definition
The capability to
identify, structure,
measure, and plan the
interdependent
outcomes and business
benefits of IT-enabled
change initiatives and to
make explicit the means
by which they will be
achieved
The ability to monitor
and execute the
program of
organizational change
necessary to realize all
of the benefits specified
in the benefits plan
Monitoring of the
achievement of planned
benefits and
organizational change
over the operational life
of an IT-enabled change
initiative
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
Identify & Structure Benefits
• P1-Identify strategic drivers
• P2-Analyse stakeholder expectations
• P3-Identify, define benefits
• P4-Establish benefit interactions with Process, Stakeholder,
Technology, Organization
• P5-Identify & define costs
• P6-Establish shared business vision
Plan Benefits Realization
• P7-Identify benefits risk
• P8-Structure and map benefits
• P9-Establish benefits / change register – define owners, metrics &
targets
• P10-Identify & record information for benefits / change tracking
• P11-Produce Benefits Plan for delivery of benefits & change
• P12-Prepare initial business case
Benefits-Driven Projects/Programs
• D1-Benefits driven project framework & team design
• D2-Adaptive project lifecycle
• D3-Business leadership and continuing stakeholder involvement
• D4-Specify changes to work and organizational design
• D5-Benefits driven project scope control
Benefits Plan Execution
• D6-Change outcome monitoring & tracking
• D7-Review progress against benefits plan targets
• D8-Update business case as required
• D9-Implement organizational changes
Harvest Monitoring
• H1-Harvesting team
• H2-Business accountability & ownership of continued benefits
harvesting
• H3-Post-implementation benefits and business case review
• H4-Formal harvesting audit and benefits report
Embedding Change
• H5-Evolve working practices to achieve benefits
• H6-Bake targeted benefits into budgets
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
20
29. Adoption & Impact
Getting the
Benefits
Governance
Value Mindset & Language
Decision making
Benefits Review, Practice Evolution
Role of Business Case
Roles and Responsibilities
(Ideation/Capture/Triage)
Benefits Planning
Benefits Enablement
Benefits Harvesting
Leadership
RACI Charts
Common Purpose
Value Culture
Full Life Cycle
Performance Management
Four Ps of change
Doing the Right
Things
Structures
Mission/Mandate, Vision, Values/Principles,
Strategy, Strategic Objectives
Solution Delivery, Service Delivery & Benefits
Delivery metrics – both lead & lag
Portfolio Management
Evaluation Criteria
Doing them the
Right Way
Investment Management
Management of Change
Program Definition/Design
Behavioral Change, Stakeholder
Engagement & Communication
Doing them
Well
Program Management
Project Management
Organizational
Learning
Benefits Tracking &
Reporting –
Four “Ares”
Benefits Register
Benefits Mapping
Service & Operations Management
Enterprise Architecture
Asset Management
Toolkit
Items covered by BAR CC
Items partially covered by current IT-
CMF CBBs
Legend
Items fully covered by current IT-CMF
CBBs
DRAFT – For Discussion Only
Items not materially covered by
current IT-CMF CBBs
Some preliminary thoughts on how E-BAR could be configured
34. Common
Purpose
Value
Culture
The ability to create a clearly
defined, shared and internalized
understanding and acceptance of
the mission/mandate of an
organization, its vision, where all
individuals and their personal
goals are unified around the
values/beliefs, principles and
goals that guide realization of
business value from IT enabled
change.
The ability to create an
environment where the culture is
focused on creating and sustaining
value from an organization’s
investments and assets , with a
shared understanding of, and
belief in what constitutes value for
the organization.
• L1-
5
• L5
• L4
• L3
• L2
• L1
• P1 Define mission/mandate, values/beliefs, vision and principles
• P2 Lead by communicating (NOT by memo) and sharing
• P3 Engage continually (with stakeholders) to confirm and institutionalize
understanding & acceptance
• P4 Promote & reinforce (“walk the talk”) the “Working Together as One”
ethos (the “common” feeling, the shared experience of the team)
• P5 Recognise, reward & celebrate
• P6 Monitor, review and improve
• P1 Define what constitutes value (using some combination of “triple
bottom line” [economic/financial – profit, social – people, and
ecological/environmental – planet] and Porritt’s “five capitals model”
[Financial, Social, Human, Natural, & Manufactured Capital – in public
sector I might add Political]), and how it will be measured
• P2 Develop a common (value) language
• P3 Lead by communicating (NOT by memo) and sharing
• P4 Embed in governance and management processes
• P5 Align the reward system
• P6 Reinforce (“walk the talk”) leading by example so as to institutionalize
the (laser) focus on value (such that it becomes it embedded in the
culture (“the way we do things round here” - unspoken norms of
behaviour, role models, symbols, artefacts, stories and rituals)
• P7 Monitor, review and adjust/improve
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
Leadership
4th Draft CBBs CBB
Maturity CBB Practices Practice
MaturityCBB Definition
DRAFT – For Discussion Only
34
35. Governances
Business
Case
(Role)
Roles
and
Responsi
bilities
Relevant
Metrics
The active and effective use of the
Business Case as a key management tool
through the full life cycle of an investment
decision, to ensure that benefits (and
resulting value) are created and
sustained.
The capability to clearly define authority,
roles, responsibilities and accountability
for decisions relating to the identification
of opportunities and their potential
benefits, the development of the Business
Case, the initial investment decision, and
ongoing management of all activity
9including change delivery, utilisation and
exploitation of resultant assets,
realisation of benefits) throughout the full
life cycle of an investment decision.
The identification, definition and use of a
limited number of relevant role-
based metrics that enable monitoring
and active management of benefits over
the full life cycle of an investment, to
ensure that benefits (and resulting value)
are created and sustained.
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• P1 Define and communicate role of business case throughout FLC
• P2 Define and communicate content req’ts – scope and level of
detail (at different stages of FLC)
• P3 Create standard business case template(s)
• P4 Establish approval/sign off req’ts
• P5 Actively promote the use of the business case as a management
and governance tool, utilised and updated at each stage of the
investment lifecycle
• P1 Define Roles
• P2 Define processes, practices & activities
• P3 Map roles to activities, identifying those Responsible,
Accountable, Consulted, or informed (RACI)
• P4 Support each Governance role with suitable training &
accreditation
• P5 Integrate Governance roles with the organisation’s official roles
and job specifications
• P6 Communicate expectations (based on RACI)
• P7 Monitor, review and adjust as necessary
• P1 Lead and Lag Metrics
• P2 Delivery metrics
• P3 Adoption Metrics
• P4 Service Metrics
• P5 Value Metrics (including Benefits ($ and non-$), cost (business
and IT) and risk (delivery, adoption, service and benefits)
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
Full Life
Cycle
How governance processes, incorporating
benefits realization management
practices, and supporting (decision-
making) bodies, with clearly defined roles
& responsibilities, relevant and
transparent metrics, and supporting tools
are in place across the full life cycle of an
investment decision, from the initial
concept/idea through to the eventual
retirement of the assets resulting from
the investment
• L5
• L4
• L3
• L2
• L1
• P1 Define/reflect “Full Lifecycle” in the Governance Framework (i.e.
the org should take the trouble to highlight that value governance
stuff will actually happen at each stage across the lifecycle ).
• P2 Identify integration/alignment points with other Governance
activities e.g. Enterprise/Corporate, Financial, Compliance,
Performance etc. (ref J Peppard)
• P3 Integration of investment and asset management
• P4 Embedding of benefits management practices
• P5
• L5
• L4
• L3
• L2
• L1
4th Draft CBBs CBB
Maturity CBB Practices Practice
MaturityCBB Definition
DRAFT – For Discussion Only
35
36. Benefits
Processes
Benefits
Planning
Benefits
Enablement
Benefits
Harvesting
4th Draft CBBs CBB
Maturity CBB Practices
Practice
Maturit
yCBB Definition
The capability to identify, structure,
measure, and plan the
interdependent outcomes and
business benefits of IT-enabled
change initiatives and to make explicit
the means by which they will be
achieved
Execution oversight of the program
for organizational change necessary
to realize all of the benefits specified
in the benefits plan
Management of the achievement of
planned benefits and organizational
change over the operational life of an
IT-enabled change initiative
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
Identify & Structure Benefits
• P1-Identify strategic drivers VG1.1, 1.3 – 5, PM1.1 - 4
• P2-Analyse stakeholder expectations IM2.1
• P3-Identify, define benefits IM2.1
• P4-Establish benefit interactions with Process, Stakeholder, Technology,
Organization IM2.1
• P5-Identify & define costs IM4.1
• P6-Establish shared business vision PM1.1
Plan Benefits Realization
• P7-Identify benefits risk IM2.1
• P8-Structure and map benefits IM2.1
• P9-Establish benefits / change register – define owners, metrics & targets
VG5, IM5. - 2
• P10-Identify & record information for benefits / change tracking VG5
• P11-Produce Benefits Plan for delivery of benefits & change IM4.2
• P12-Prepare initial business case IM1.2
Benefits-Driven Projects/Programs
• D1-Benefits driven project framework & team design VG2.5 – 6, PM4.4,
IM6.1
• D2-Adaptive project lifecycle IM6.2
• D3-Business leadership and continuing stakeholder involvement VG2.5 –
6, IM5.2
• D4-Specify changes to work and organizational design IM2.1, 3.1
• D5-Benefits driven project scope control IM6.2
Benefits Plan Execution
• D6-Change outcome monitoring & tracking IM9
• D7-Review progress against benefits plan targets IM6.3
• D8-Update business case as required IM5.1, IM8
• D9-Implement organizational changes IM6.2
Harvest Monitoring
• H1-Harvesting team IM6.1
• H2-Business accountability & ownership of continued benefits harvesting
VG1.2, IM5.2
• H3-Post-implementation benefits and business case review IM9.2 - 3
• H4-Formal harvesting audit and benefits report IM9
Embedding Change
• H5-Evolve working practices to achieve benefits IM9.2 – 3, IM6.2
• H6-Bake targeted benefits into budgets VG4
• L
5
• L
4
• L
3
• L
2
• L
1
• L
5
• L
4
• L
3
• L
2
• L
1
• L
5
• L
4
• L
3
• L
2
• L
1
DRAFT – For Discussion Only
36
37. Behavioural
Change
Stakeholder
Engagement
The ability to address the common
challenges in ensuring that
stakeholders accept the need for
Behavioural changes in order to
achieve business benefits , are
equipped to change i.e., possess
the required knowledge, skills,
resources and motivation to
personally change behaviour in the
desired manner, and ensuring that
the new behaviours are sustained
over time.
Effective stakeholder engagement
including: identifying all relevant
stakeholders, understanding their
role in the change , their current
level of influence over its success,
the impact the change will have on
them, their current attitude to the
change and its impacts, and the
ability to match an appropriate
engagement approach to the
change management situation.
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
• L1. No formal Benefits plan, or limited clarity about the desired outcomes. No discussion
or even understanding of what needs to change to achieve those outcomes.
• L2. Benefits Plan describes the process(without a link to behaviour) change needed to
achieve the outcome. Benefits ownership is vaguely defined or unclear, with no
individual ownership or accountability
• defined at a collective level at best without formal commitment to deliver
• L3. Benefits Plans are explicitly linked to required behavioural change on the part of
individual owners and their delegates. However, formal tracking of behaviour change
(leading to benefits realisation) is not undertaken, and supporting measures such as
education and skills training are not in place.
• L4. Benefits Ownership is formally accepted, detailed behavioural changes formally
delegated where appropriate, and linked to personal performance objectives and
reviews. Suitable education & skills training programmes in place. Benefits status is
tracked and correlated with measurement of expected behavioural change
• L5. Behavioural Change is formally measured and analysed, and sustained by regularly
improving/refreshing supporting processes and incentivising measures. Enterprise Value
(as a mindset and as an aggregate of planned & actual benefits in the portfolio) is
correlated with observed levels of organisational behaviour change. Both are
benchmarked externally as part of an overall continuous improvement policy.
• L1. The Project/Programme plan contains a partial list, if any of relevant stakeholders,
without specific reference to their roles in Benefits Realisation, the impact of any changes
on them, or the actions required to engage them
• L2 The list of stakeholders has been analysed and correlated to the planned benefits
realisation activity. Stakeholder impact analysis has been carried out at a high level, if at
all . No Engagement Strategy has been drawn up in the context of Benefits Realisation
• L3. Stakeholder Engagement is a recognisable workstream in the Project/Benefits Plan.
Outline engagement plans are in place, but these are not formally reviewed at Governance
level.
• L4 A detailed Stakeholder Engagement Plan is formally adopted and included in the Value
Governance framework. For each Stakeholder or Group, It includes impact analysis,
required response (RACI-based) and a customised engagement strategy to ensure that all
stakeholders are engaged to respond in the required manner
• L5. Stakeholder Engagement is a routine element of all Benefits plans. In addition to
having formal, detailed analyses of impacts of change on stakeholders and the associated
engagement plans, programme change agents and their managers are trained to
understand how people respond to change (i.e. at an emotional level), how best to
address Resistance to Change
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
Managemen
t of Change
4th Draft CBBs CBB
Maturity CBB Maturity Practice
MaturityCBB Definition
Communica
tion
The ability to communicate clear
messages, customized to target and
secure commitment from each
stakeholder, suitably designed in
terms of format, content, medium
and timing/frequency.
• L5
• L4
• L3
• L2
• L1
• L1 Communication limited to standard Project Management and
Oversight reporting. No recognition of the need to address the People
Aspects of Change
• L2 General Vision for the Programme and its business benefits is
broadcast at programme launch. Focuses on goals, tasks, targets and
deadlines, but not on how individual behaviour change is linked to
specific benefits realisation
• L3 There is a Communications plan with interventions customised (in
terms of medium, format, content and timing) for target stakeholders.
• L4 The Communications Plan is explicitly tied into the Benefits Plan (and
its individual benefits). The Communications Plan is two-way,
incorporating individual feedback and general reporting to allow it to be
monitored, reviewed and escalated at Governance levels.
• L5 Communication is considered a critical part of the Realisation,
Management and Governance of Business Benefits. It is recognised and
fully supported as a critical skill of accredited change managers for all
forms of leadership interactions, ranging from Information, Education
and Participation to Negotiation and Enforcement.
• L5
• L4
• L3
• L2
• L1
DRAFT – For Discussion Only
37
38. Practice
evolution,
innovation
and
Sharing
New practices contributing to
benefits realisation are
identified, trialled and adopted
alongside effective usage and
evolution of current practices.
Practices are shared across the
organisation and there is support
/ advice to enabled effective and
skilled adoption.
• L5
• L4
• L3
• L2
• L1
• P1: Benefits reviews at key project milestones, post project and
during the lifetime of the service identify new and improved
practices.
• P2: A clear project lifecycle is established to provide a framework for
the adoption and development of practices
• P3: Clear ownership for the project framework and sharing of
practices is identified.
• P4: Adoption of a toolkit / practices / patterns approach to capturing
and sharing knowledge – e.g. as a result of a benefits review.
• P5: Links with external groups / bodies are encouraged as a way of
gaining insight into new opportunities and new practices.
• P6: Project teams and ‘special interest groups’ have brown bag
sessions to share / develop experience in a specific area.
• P7: There is clear leadership for the capability improvement
programme including the adoption of new practices
• P8: Support is available (e.g. fro more experience staff) when trying
to use a practice- this might be at a basic or advance level.
• P9: An Internet repository and associated community champions
sharing and adoption of practices.
• P10: core courses are available that introduce the project and
benefits framework
• P11: Reward and recognition reflects practice evolution, sharing ,
innovation and adoption.
• P12: Project deliverables are used as rich templates for capturing and
sharing good practices.
• P13: Responsibilities for sharing / adopting practices are clear at
project, programme and organisational level.
• P14: Team formation is used as a an opportunity to share practices
as people move from project to project.
• L5
• L4
• L3
• L2
• L1
Benefits
Review
The ability to assess project
success based on the benefits
and change delivered
• L5
• L4
• L3
• L2
• L1
• L5
• L4
• L3
• L2
• L1
4th Draft CBBs CBB
Maturity CBB Practices Practice
MaturityCBB Definition
Learning
Organization
Embedding Benefits Realization into broader Portfolio Planning
• R1-Benefits-driven portfolio appraisal (PPP) VG3, PM5 – 6, IM7.1
• R2-Complete architectural review (EAM, TIM)
Iterative Benefits Review IM9
• R3-Review benefits and change achieved/not achieved
• R4-Identify additional benefits
• R5-Facilitate lessons learned review
DRAFT – For Discussion Only
38