Professor John Ward Cranfield School of Management

1
Professor John Ward (Cranfield School of
Management) Professor Liz Daniel (Open
University Business School)

JW139
2
NHS BENEFITS MANAGEMENT WORKSHOPTimetable

• 09.00 1. Introduction and overview of the
  Benefits Management approach
• 09.45 2. Establishing the Investment Objectives
  - including workshop
• 11.00 Coffee
• 11.15 3. Benefits Dependency Networks
  including workshop
• 13.00 Lunch
• 13.45 3. BDN Workshop continued
• 15.00 Tea
• 15.15 4. Structuring the Benefits Building the
  Business Case
• 15.45 5. Stakeholder Analysis and Management
  including workshop
• 17.00 6. Review of Workshop and Close

3
BENEFITS MANAGEMENT

• The process of organising and managing such
  that the potential benefits arising from the use
  of IT are actually realised.
• (It is a process which integrates Benefits
  Realisation with Change Management and can be
  applied to all types of change programmes as well
  as IS/IT investments)

JW100
4
Why is realising benefits from IT so difficult?

• Business benefits realised depend on achieving a
  fair balance of benefits between the
  organisation and its stakeholders. The issue of
  gain sharing is of critical importance .. with
  no apparent benefits to them, stakeholders are
  likely to resist the changes (Jurison, 1996)
• There may be a major disconnect between the
  strategic intent of a decision to implement a
  major change and the resulting actions that must
  be completed (Bancroft et al, 1999)
• Benefits are typically delivered through
  extensive changes to business practices and
  decision making. There is a consensus that
  organisational factors are far more critical to
  successful implementation than technical
  considerations (Markus et al, 2000)
• Problems are often the result of either a lack
  of common understanding of the purposes of
  changes or different perspectives on how to
  achieve them successfully (Ramiller Swanson,
  2003)

5
How Benefits Management fits with other methods
Benefits Management
JW616
6
PROCESS MODEL OF BENEFITS MANAGEMENT
Identify Structure Benefits
Plan Benefits Realisation
Potential for Further Benefits
Review Evaluate Results
Execute Benefits Plan
JW106
7
STAGES OF THE BENEFIT MANAGEMENT PROCESS
STAGE
ACTIVITIES

1.
-
Identify Changes required and Stakeholder
implications
- Develop outline Investment Case
- Finalise measurements of benefits and changes
2.
Plan Benefits
-
Determine the Change Actions that will produce
the improvements
Realisation
- with accountable stakeholders
- Submit Investment Case for funding
3.
Execute
-
Manage the Change Programmes - pursuing benefit
delivery as well as technical implementation
Plan
-
Formally assess whether the Investment Objectives
and Benefits were achieved
4.
Evaluate and
Review
-

Initiate Action to gain outstanding benefits
still achievable
- Identify lessons for other projects
5.
Potential for
-
Use the project team and other key stakeholders
to identify any newBenefits and initiate action
to realise them
Further Benefit
JW107
8

• In April 2006 we conducted a survey of over 100
  large organisations in the UK and Benelux
  concerning current practices and success in
  realising benefits from IS/IT investments.
• The purposes were to understand what practices
  could be related to successful delivery of
  benefits and to develop a benefits management
  maturity model (which we have now done).
• Of the organisations surveyed
• 45 said they achieved the expected benefits for
  at least 50 of their investments.
• 42 said senior management were satisfied with
  the value delivered from IS/IT investments
• However 73 said there was significant scope for
  improvement in realising the benefits from those
  investments

9
State of the art Benefits Management Summary

• Benefits management approach Satisfaction
• Identification of costs 57 satisfied
• Identifying structuring of benefits 68 not
  satisfied
• Business case development 69 not satisfied
• Delivery planning 75 not satisfied
• Evaluation review of results 81 not satisfied
• Top 4 practices to be improved
• 1. Evaluation and review of benefits delivery
• 2. Identification of benefits
• 3. Benefits delivery planning
• 4. Business case development

10
The Dimensions of Benefit Management
Why do we want improvement?
What improvement do we want/could we get?
What are the benefits where will each occur?
Can it be measured?
Can it be quantified?
Can a financial value be put on it?
Who is responsible for its delivery?
What changes are needed?
Who will be affected?
How when can changes be made?
BENEFIT DELIVERY PLAN
Benefits Achieved? More Benefits Possible?
Further Actions?
JW108
11
THE BENEFITS MANAGEMENT APPROACH - Some essential
principles
Ownership Every benefit stream must have a
benefit owner Measurement Unless a benefit can
at least be observed it does not
exist Improvement Performance only improves when
people do things differently
JW238
12
Some figures from the survey

• More
  successful Less successful
• 
  organisations organisations
• Do you assign ownership of benefits to business
  managers?
• Always/Often
  48 26
• Sometimes
  32 24
• Rarely/Never
  20 50
• Are you able to measure and quantify the
  benefits?
• Always/Often
  52 10
• Do you overstate the benefits in order to obtain
  funding?
• Always/Often
  22 58

13
The CSC Alliance Business Change across
Deployment Stages

• The diagram maps the key Business Change
  activities and deliverables across the six
  deployment stages identified by Connecting for
  Health

0
1
2
3
4
5
Stage
Stage
Stage
Stage
Stage
Stage
Prepare for
Prepare for
Initiate
Local Design
Go-Live
Support
Implementation
Go-Live
SDRC
SDRC
SDRC
SDRC
DVR
2
3
4
1
Put measures and quantities on benefits
Agree Benefits Dependency Network
Strategy Benefits
D5.1 Measure Benefits Delivered
D0.1 Confirm Vision Outcomes
D1.1 Benefits Identification
D2.1 Set Target Benefits
Process Change
Changes identified as part of BDN
Details of changes from BDN
D0.2 Confirm Change Approach
D1.2 Change Planning
D2.2 Future State Design
D3.1 Testing Training Support
D5.2 Post Go-Live Optimisation
Stakeholder Management Communications
Stakeholder management
Details from stakeholder management
D0.3 Understand Stakeholders and Assess Readiness
D1.3 SMC Planning
D2.3 SMC Delivery
D4.1 Go-Live Readiness and Support
D5.3 Case Study
SDRC Standard Deployment Readiness Criteria
DVR Deployment Verification Criteria
14
Session 2

15
Drivers Objectives
Why do we want improvement?
What improvement do we want/could we get?
What are the benefits where will each occur?
Can it be measured?
Can it be quantified?
Can a financial value be put on it?
Who is responsible for its delivery?
What changes are needed?
Who will be affected?
How when can changes be made?
BENEFIT DELIVERY PLAN
Benefits Achieved? More Benefits Possible?
Further Actions?
JW109
16
DEFINITIONS

• Business Driver
• A view held by senior manager(s) about what is
  important in the business over a given timescale
  - such that changes must occur.
• Investment Objective
• Organisational target for achievement agreed for
  the project in relation to the drivers and
  envisaged changes.
• Benefit
• An advantage on behalf of ... an individual
  stakeholder or stakeholder group.

JW110
17
DRIVER ANALYSIS

• Aims at finding out
• the rationale behind the desired changes and
  the degree of dissatisfaction with the
  current situation
• the strength and nature of ownership of the
  change initiative
• at a high level what will constitute success
  who will determine success and how it will be
  measured.
• The output agreed objectives
  for the project which clearly define
• what the organisation intends to
  achieve.
• (NB Drivers exist in the business irrespective
  of the project
• - analysis is required to identify which of
  those drivers are relevant
• to the project. The project objectives will
  normally only address
• some of those drivers.)

JW148
18
ESTABLISHING DRIVERS and OBJECTIVES
Organisational
Investment Objectives
Business Drivers
Issues (if any)
External
Internal
JW150
19
ESTABLISHING DRIVERS and OBJECTIVESLong Term
Conditions
Organisational Issues (if any)
Investment Objectives
Drivers
To provide an integrated service that responds
effectively to the needs of patients with
LTCs To ensure the public is sufficiently
informed to be able to access the services
manage their condition in a way that best fits
their needs To develop workforce skills,
resources authority at the service delivery
points to match demand from patients and
carers To reduce the number of unnecessary acute
admissions the average length of stay
External
GP autonomy Re-distribution of funding to match
resource requirements Existing community staff
shortages Agreement on sharing information
across health and social care. Patients and
voluntary sector views/involvement too limited so
far
Increasing incidence identification of
LTCs NHS Improvement Plan - patient choice
patient centred NHS Social Care Green
Paper Increasing older population in coastal
areas away from main centres Difficulty in
recruiting key staff Better use of resources
across health, social and voluntary
care Reduction in no of acute AE departments.
Internal
JW530
20
Session 3
21
Why do we want
improvement?
Benefit Identification
What improvement do
we want/could we get?
and Location
What are the benefits where will each occur?
Can it be
Can it be
Can a financial
measured?
quantified?
value be put on it?
Who is responsible for
its delivery?
What changes are
needed?
Who will be affected?
How when can
BENEFIT DELIVERY PLAN
changes be made?
Benefits Achieved? More Benefits Possible?
Further Actions?
JW151
22
BENEFITS DEPENDENCY NETWORK
D R I V E R S
IS/IT Enablers
Enabling Changes
Business Changes
Business Benefits
Investment Objectives
JW113
23
Business Changes
Enabling Changes
Business Benefits
Investment Objectives
IS/IT Enablers
Partial BDN for LTCs
E1Establish Expert Patient Programme
B1 Patients are empowered and in control of
treatment
C1Identify patients able to self manage
E2Develop education programmes to support self
management for patients and carers
B2Better outcomes for patients (including
improved lifestyle)
D1To provide an integrated service that responds
effectively to the needs of patients with Long
Term Conditions
C3Identify tiers of patients (e.g.self
management/ supported care)
C2Develop and implement Single Assessment
Process in health and social services
IS1eSAP
B3Reduction in avoidable inpatient admissions
E3 Establish and implement cross service
governance protocols ( info sharing)
B4Carers have more predictable pattern of care
needs
IS2Single Patient Record
C4 Develop Personalised Care Plans ( resource
needs)
D2To ensure the public is sufficiently informed
to be able to access the services manage their
condition in a way that best fits their needs
E4Agree joint health and social care protocols
for case management
B5Patient has single point of access to health
and social care

C6Implement combined NHS and Social
Services delivery of resources and services
C5Implement case management working by condition
B6Patients able to remain at home
IS3 Implement new Community Systems
E5 Develop job and person specification for Case
Managers and Community Matrons
D3To develop workforce skills, resources
authority at the service delivery points to match
demand from clients/patients
B7Better informed engagement and more time with
patients leads to increased job satisfaction
E6 Train case managers, GPSIs, community matrons
and associate practitioners
C7Identify frequent flyers and provide
alternative care access
B8 Eliminate preventable visits to GPs by
patients with LTCs
E7Unplanned Care Programme
B9 Eliminate preventable attendance at AE by
patients with LTCs
D4 To reduce the number of unnecessary acute
admissions the average length of stay
IS4 Electronic Discharge Letters
C8Establish LTC services in new service delivery
points e.g.Walk in centres
E8Planned Care Programme
B10 Eliminate preventable demand on ambulance
service by patients with LTCs
C9 Link resource planning re-configuration
explicitly to commissioning process based on
patient flows
IS5Clinical Decision Support Systems
E9 Agree/develop Clinical Care Pathways (NSFs)
B11Financial balance, cost effectiveness
E10GPs to develop disease registers
IS6 PARR and/or other system
Patients at Risk of Re-hospitalisation (PARR)
case finding tool
24
BUSINESS ENABLING CHANGES
Business Changes - are those changes to working
practices, processes /or structures which will
cause the benefits to be delivered (or begin to
be delivered). They cannot normally be made
until the new system is available for use and the
necessary enabling changes have been made e.g.
- implement case management working by condition
- eliminate duplicate patient records
Enabling Changes - are those changes which are
pre-requisites for making the business changes
and/or are essential to bring the new system into
effective operation. These often involve
defining new working practices and processes,
changes to job roles and responsibilities,
information restructuring, new performance
measures, training in new professional skills
etc. (as well as the more obvious training and
education in the new system) etc. They can often
be made, or have to be made, before the new
system is introduced. e.g. - develop and agree
Clinical Care Pathways - define job
specification and assessment process for case
managers
JW154
25
BENEFITS DEPENDENCY NETWORK - measures
responsibilities
Evidence of
Measure
Achievement
Benefit owner(s)
Change Responsibility
Evidence of
Achievement
Measure
Change Responsibility
Benefit owner(s)
Evidence of
Achievement
Change Responsibility
Measure
Benefit owner(s)
Evidence of
Achievement
Change Responsibility
Measure
Evidence of
Benefit owner(s)
Achievement
Change Responsibility
Evidence of
Measure
Achievement
Benefit owner(s)
Change Responsibility
IS/IT
Enabling
Business
Business
Investment
Enablers
Changes
Changes
Benefits
Objectives
JW117
26
Business Benefits
Business Changes
Enabling Changes
Investment Objectives
IS/IT Enablers
E1 E Expert patient programme in operation CO
Director of Community Services
LTCs Partial BDN Measures and Owners
B1 M Patient Opinion. BO Chair of Patient
Forum
C1 E Expected of patients registered as
self-managing CO Case Managers
B2 M Reduction in no of unplanned
interventions. BO Clinical Director
E2 E Expected uptake of education programmes
met CO Director of Public Health
D1To provide an integrated service that responds
effectively to the needs of patients with Long
Term Conditions
C3 E All patients with LTC assigned to type of
care CO GPs
B3 M Reduced no. of admissions for LTC patients
BO PCT Commissioners
C2 E SAP across health and social care in use
CO Director of Community Services
IS1eSAP
E3 E Service governance protocols established
CO Directors of LHC
B4 M Carer Opinion BO Carer Representative
Forum
IS2Single Patient Record
C4 E All LTC patients have personalised care
plan CO Case Managers
D2To ensure the public is sufficiently informed
to be able to access the services manage their
condition in a way that best fits their needs
E4 E Case management protocols in place for
all LTCs CO Directors of Comm. Health and
Social Care
B5 M No. of unnecessary cross-referals BO
Case Managers

C6 E Elimination of cross-referrals between
health and social care CO Director of
Community Services
B6 M Reduction in no. of inpatient admissions
for LTC patients. BO Social Services Director
C5 E Case management working in operation CO
Medical Director
E5 E Person and job specification in use CO
PCT HR Services
IS3 Implement new Community Systems
D3To develop workforce skills, resources
authority at the service delivery points to match
demand from clients/patients
B7 M Case manager/community matron opinion BO
Director of Community Services
E6 E Case managers, GPSIs, community matrons
and associate practitioners trained to use new
systems CO ICT trainers
C7 E Frequent flyers identified and plan of
action implemented for each CO GPs and
Community Clinicians
B8 M No of consultations by LTC patients that
could have been addressed otherwise BO Chair of
GP Forum
E7Unplanned care Programme
D4 To reduce the number of unnecessary acute
admissions the average length of stay
B9 M No of preventable AE attendances by LTC
patients BO AE manager
IS4 Electronic Discharge Letters
E8Planned care programme
C8 E Available for all main LTCs at all points
of delivery. CO PCT Executive
B10 M No of preventable ambulance trips by LTC
patients BO Head of Ambulance Services
E9 E Clinical Pathways implemented CO
Clinical Director
C9 E Resource planning process linked to
measured patient flows CO PCT Commissioners
IS5Clinical Decision Support Systems
Key M Measure, BO Benefit Owner E Evidence
of Achievement, CO Change Owner
B11 M Reduced variance against forecast. BO
PCT Board
E10 E Disease registers in use and updatedCO
GPs
IS6 PARR and/or other system
27
Session 4
28
Why do we want improvement?
Basis for the Investment Proposal
What improvement do we want/could we get?
Can it be measured?
Can it be quantified?
Can a financial value be put on it?
What are the benefits where will each occur?
Who is responsible for its delivery?
What changes are needed?
Who will be affected?
How when can changes be made?
BENEFIT DELIVERY PLAN
Benefits Achieved? More Benefits Possible?
Further Actions?
JW163
29
State of the art - Business case

• Acceptance 96 do develop business cases for
  most IS/IT investments
• Overall satisfaction with the practice 69 not
  satisfied
• Motives
• To secure the budget 93 (63 satisfied)
• As a basis for review 78 (62 not satisfied)
• To identify benefits 76 (54 not satisfied)
• To secure business commitment 79 (63 not
  satisfied)

30
THE INVESTMENT PROPOSAL - MAKING THE CASE
1. Drivers for change giving rise to 2.
Investment Objectives which result in 3.
Benefits by and incur
4. Costs a) Development b)
One-off c) Infrastructure d)
Business Change e) On-going
etc.
Doing Things Better
Doing New Things
Stop Doing Things
- - - -
- - - -
- - - -
5. Investment Risks Actions Contingencies a)
Financial b) Technical c) Business Change
JW570
31
STRUCTURING BENEFITS
JW119
32
DEFINITIONS
Degree of Explicitness
Do New Things
Do Things Better
Stop Doing Things
Financial
By applying a cost/price or other valid financial
formula to a quantifiable benefit a financial
value can be calculated.
Sufficient evidence exists or can be obtained to
forecast how much improvement/benefit should
result from the changes.
Quantifiable
Measurable
This aspect of performance is currently being
measured or an appropriate measure could be
defined and implemented. But, it is currently
not known by how much performance will change
when the project is finished.
Observable
By use of agreed criteria, specific
individuals/groups will decide, based upon their
experience or judgement, to what extent the
benefit has been realised.
JW576
33
STRUCTURING BENEFITS - BUILDING THE CASE
Degree of Explicitness
Do New Things
Do Things Better
Stop Doing Things
Financial
Quantifiable
Pilot
Reference sites
External Bench- marking
Modelling or Simulation
Detailed Evidence (internal)
Measurable
Observable
JW566
34
STRUCTURING BENEFITS (Partial e.g. for LTCs)
Cost per activity?
B3Reduction in avoidable inpatient admissions
Cost per hand-off/ additional visit?
B8 Eliminate preventable visits to GPs by
patients with LTC
Typical number of hand-offs?
B9 Eliminate preventable visits to AE
department by patients with LTC
B10 Eliminate preventable demand on ambulance
service by patients with LTC
B2Better outcomes for patients
B5Patient has single point of access to health
and social care
B6Patients able to remain at home
B11 Financial balance cost effectiveness
B1Patients empowered and in control of treatment
B4 Carers have a more predictable pattern of
care needs
B7 Better informed engagement and more time with
patients leads to increased job satisfaction
35
FURTHER CONSIDERATIONS ON MEASURES

• Measures chosen initially to demonstrate that the
  investment has delivered benefits may also become
  suitable for monitoring business performance on
  an ongoing basis.
• Advisable to link measures to the Drivers and
  Investment Objectives as well as the Benefits
  (e.g. by using Key Performance Indicators).
• Correct (imaginative) choice of measures creates
  interest, commitment and even ownership.
• Surrogate and absence measures are legitimate, if
  direct measurement is not possible.
• It is sometimes necessary to introduce tracking
  mechanisms and measures before the project starts.

JW167
36
BENEFITS PLANNING - BENEFITS TEMPLATE
Benefit No and Type and Related Objective(s)
Benefit Owner(s)
Benefit Description
Dependent Changes and Responsibilities
Measures
Expected Value (if applicable)
Due date
Reduced avoidable in patient admissions
PCT Commissioner
C1 Case Managers C6 Directors of Health
and Social Care
Reduction overall by 10 - 30 of LTC
admissions Reduced by 40 p.a. (Saving 000)
B3 Financial Objective 1
Reduced no. of admissions for LTC patients Bed
days used for LTC patients
End 2007 March 2008
B5 Measurable Objective 2
Single point of access to health and social care
Case Managers
C6 Directors of Health and Social Care C5
Medical Director
No of unnecessary cross referrals Service
delivery delays by health or social care
Sept 2007 and ongoing Sept 2007 and ongoing
37
BENEFITS PLANNING CHANGE TEMPLATE
Change or Enabler No and Dependent Benefits
Description
Responsibility
Prerequisite Changes
Evidence of completion
Due date
Resources Required
E4 B4 to B8
Agree joint health social care protocols for
case management
Directors of Community Health and Social Care
Establish cross service governance structure
protocol (E3)
Protocols in place for all main LTCs
March 2007
6 working group meetings per condition in 2006
Est 90 days work
C8 B8- B10
Establish LTC services in new service delivery
points e.g Walk in centres
PCT Executive
Unplanned Care Programme changes (E7)
Available for main LTCs at all points of delivery
End 2007
Establish staff with knowledge and skills at each
delivery point 10 extra staff to be recruited
38
Session 5
39
Why do we want improvement?
What improvement do we want/could we get?
What are the benefits where will each occur?
Can it be measured?
Can it be quantified?
Can a financial value be put on it?
Who is responsible for its delivery?
Stakeholder Management
What changes are needed?
Who will be affected?
How when can changes be made?
BENEFIT DELIVERY PLAN
Benefits Achieved? More Benefits Possible?
Further Actions?
JW120
40
PURPOSE OF STAKEHOLDER ANALYSIS

• - to identify stakeholders whose
  commitment/action is needed to achieve each
  benefit
• - to determine the view/perspective each
  stakeholder (or stakeholder group) has - whats
  in it for them and possible disbenefits
• - to align the necessary change activities to
  particular stakeholders and understand their
  motivation to achieve or resist the changes
• - to understand the action required to gain the
  required involvement/commitment of all
  stakeholders
• - to develop action plans to deliver the
  appropriate level of involvement of the
  stakeholders.

JW121
41
STAKEHOLDER ANALYSIS SUMMARY
Benefits Received Hi
Lo
NET BENEFITS Should champion the project - but
must be aware of implications for others and
use their influence
BENEFITS BUT ... Will be positive about
benefits but concerned over changes needed -
ensure sufficient enabling changes are
identified to offset any resistance
FEW BENEFITS BUT ... Must be kept supportive
by removing any inertia/apathy which may
influence others
NET DISBENEFIT Likely to resist the changes -
must ensure all aspects of resistance dealt with
by enabling projects
Lo
Changes Hi Required
JW168
42
STAKEHOLDER ANALYSIS SUMMARY (Partial e.g. for
LTCs)
Benefits Received Hi
Lo
Social Services
PCT Mgmt
GPSIs
Carers
Acute Trust Management
Commissioners
Ambulance Service
Community Clinicians inc OOH Service
GPs
AE clinicians
Changes Hi Required
Lo
43
STAKEHOLDER ANALYSIS
(after Benjamin and Levinson)
Concerns or Potential
(Current
Perceived
Commitment

Required
)
Changes
Stakeholder
Benefits
Needed
Group
Resistant
Resistance?
(
Disbenefits
)
No View
Help it
Allow it
Make it
happen
to happen
happen
Are not in favour of the project may attempt to
stop it or hinder progress
Are either unaware the project is going on or do
not think it affects them
Will comply, when requested to do tasks required
by the project, e.g. attend training
Will provide know-ledge, time resource to
ensure the project meets object-ives time-scales
Will instigate, oversee or carry out changes and
ensure that all relevant changes are completed
success-fully
List of stakeholders and stakeholder groups
Individual, group organisational benefits for
each stakeholder or group
Changes to be made by, or which affect, each
stakeholder or group
Resistance of each stakeholder or group (if
applicable) and the reason(s) for it.
C
R
Action?
C
R
Actions?
C
R
JW577
44
STAKEHOLDER ANALYSIS (Partial e.g. for LTCs)
Perceived
(Current
Commitment

Required
)
Concerns or Potential Resistance?
Changes
Stakeholder
Benefits
Needed
Group
(
Disbenefits
)
Help it
Allow it
Make it
Resistant
No View
happen
to happen
happen
GPs
Fewer unnecessary appointments visits
Transfer of some of responsibilities to case
managers
Loss of control and possibly income.
Action
C
R
required?
Action
Insufficient resources to meet demand
New procedures and protocols disciplines
Fewer unplanned events and better outcomes for
clients
Social Services
C
R
required?
Community Clinicians
Loss of autonomy in patient decisions increased
admin?
Better patient care and increased job satisfaction
Adherence to care pathways and share information
Easier access to services and less disruption to
lifestyle.
Need to know how to make best use of services
Concern over the skills available at the service
points
Patients
C
R
Overload due to demand before new community
services in place
Able to spend more time to benefit of patients
job satisfaction
Increased no of cases per manager. New protocols
and skills
Case Managers
C
R
Develop the new services and resources
Insufficient funds to provide resources
PCT Management
Better use of PCT funds more predictable demand
45
Session 6
46

SO WHAT IS DIFFERENT ABOUT THE BENEFITS
MANAGEMENT APPROACH
Establish explicit links between business
drivers, objectives benefits
Identify Structure Benefits
Involve key stakeholders to gain ownership of
the benefits changes
Use the knowledge gained by stakeholders to
identify more value
Establish dependencies between benefits
changes at the start
Plan Benefits Realisation
Potential for Further Benefits
Business cases submitted, supported by a full
benefits plan which explains what benefits we
expect how we can realise the benefits
Changes revisions to plans are based on the
affects on the benefits
Review the outcome of the investment were the
objectives benefits achieved why / why not?
Review Evaluate Results
Execute Benefits Plan
Take remedial action to recover benefits where
possible
AND THEN
47
What distinguishes successful from less
successful organisations in realising benefits?

• 1. Having methodologies in place is not enough -
  business managers specialists using them
  together, consistently for all projects is.
• 2. Including a wide range of stakeholder benefits
  in the business cases not just financial ones
• 3. Not overstating the benefits in order to gain
  funding
• 4. Integrated planning of benefit delivery with
  organisational, process and technology changes
• 5. Business ownership and accountability for the
  benefits and changes
• 6. Managing the benefits over the whole
  investment lifecycle through consistently applied
  project governance roles processes
• 7. Systematic review of the results of
  investments in terms of the benefits realised or
  not realised
• 8. Transferring the lessons learned from
  successful and unsuccessful projects to others

48
IN CONCLUSION

• Current methodologies do not adequately address a
  number of the issues affecting the realisation of
  benefits from ICT investments and other change
  programmes.
• Improving current approaches is insufficient,
  something new which is demand-led and more
  appropriately involves managers, professionals
  and clinicians in the planning and realisation of
  benefits - is needed.
• Benefits Management is a different way of
  thinking and working, which enables an
  organisation to use its collective technical,
  professional and managerial knowledge,
  experience, skills and resources to deliver
  beneficial change.
• 4. Benefits Management is really structured
  common sense, therefore
• it can work in all organisations!

JW191