Benefit Realisation Management

Benefit Realisation Management

Bruce Levitan

Head of Business Improvement

MMU

Agenda

• Building Benefit maps

• Using BRM in projects

Stakeholder Analysis

Risk identification

Business Case

Prioritisation

Product Catalogues

Benefit mapping

Building a benefit map 1You start by identifying the main objective (a benefit in itself)

If there is more than one objective, you will need one benefit map for each one

You then identify contributing benefits working right to left

For example, here are four benefit maps that were done for MMU’s EQAL programme

3

Building a benefit map 1The objective is placed at the far right, in an ellipse

4

Increased enrolments

Building a benefit map 2Identify the main supporting benefits

Benefits should always be written in the form:[improvement + object] e.g. “increased revenue”

PM-BRM 5

More new applicants

Better applicant

conversion

More quality time with applicants

More focused advice


Building a benefit map 3Working from right to left, identify supporting benefits for one “area”

Friday, November 21, 2014 PM-BRM 6

Less applicant

frustration

Better customer

service

Improved image

More new applicants

Better applicant

conversion


More focused advice


Fewer errors

Building a benefit map 4aWorking from right to left, continue to identify benefits


Fewer errors

Less applicant

frustration

Increased productivity

Less unpaid overtime

Better staff morale

Better customer

service

Improved image

More new applicants

Better applicant

conversion


More focused advice


Building a benefit map 4bWorking from right to left, continue to identify benefits


Fewer errors

Less applicant

frustration


Easier application processing


Better staff morale

Better customer

service

Improved image

More new applicants

Better applicant

conversion


More focused advice


Building a benefit map 4cWorking from right to left, continue to identify benefits


Fewer errors

Less applicant

frustration



Better MI on applications /enrolments


Better staff morale

Better customer

service

Improved image

More new applicants

Better applicant

conversion


More focused advice


Building a benefit map 5The next stage is to identify the activities that will deliver the benefits

These are called “enablers” and “business changes”

Typical enablers include:

• IT systems

• Physical assets (a lecture theatre, books)

• Activities such as training and documentation

Business changes include:

• Changes to processes

• Policies

• Restructures


The completed map

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Fewer errors

Less applicant

frustration





Better staff morale

Better customer

service

Improved image

More new applicants

Better applicant

conversion


More focused advice

Increased enrolmentsRevise

process

Provide training

Upgrade system

Reporting

Business change

Enabler

Areas where BRM helps PM


Stakeholder Analysis

Risk identification

Business Case

Prioritisation

Product Catalogues

Stakeholder Analysis1. Helps identify stakeholders by asking the question “who will be

impacted by this benefit?”


Management reporting: SPMI, Executive

Corporate risk: SPMI

Retention: students, Finance, Faculties

Satisfaction: students, academic staff, non-academic staff

Stakeholder Analysis2. Helps identify

what to communicate to stakeholders by linking the stakeholder to the benefit(s) they have an interest in

Friday, November 21, 2014 ESRA 14

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Benefits 1. Less staffing resource required to

support key business processes.

2. Protection of HEFCE ‘T’ funding stream.

3. More staff time available for other activities.

4. More efficient use of other institutional resources, e.g., space.

5. Improved integration of key business processes.

6. Improved quality assurance of key business processes.

7. Consistent operation of key business processes across the institution.

8. Transparent operation of key business processes across the institution.

9. More student-centred approach to the delivery of services.

10. Ability to deliver key external requirements, e.g., the HEAR.

11. Improved personalisation of timetabling information.

12. Better information on changes to timetables.

13. Better quality information on curriculum structures and content.

14. Improved access to information on curriculum structures and content.

Risk identificationFor each benefit on the benefit map, ask the questions:

1. What could prevent this benefit from being realised?

2. How many other benefits are affected?

The answer to (1) is the risk, and the answer to (2) helps to give a measure of impact.

If your benefit mapping uses weighting scores (which we’ll come to later), then you can add up the weights of the impacted benefits in (2) to get a better measure of impact.

Friday, November 21, 2014 PM-BRM

Risk Analysis – exampleUsing the benefit “Fewer errors”…

Friday, November 21, 2014 PM-BRM 161Model taken from:

Gerald Bradley (2010) Benefit Realisation Management, 2nd Ed

Fewer errors

Less applicant

frustration





Better staff morale

Better customer

service

Improved image

More new applicants

Better applicant

conversion


More focused advice


1. Errors not reduced by new processes and system

2. New types of error created

Impact = 10

Business Case• Use the matrix to sort out which

benefits are Tangible / Intangible, and for the tangibles, which are Financial / Non-financial.

• Financial benefits should then be worked on to estimate what income they will generate – to be used in the return on investment part of the financial analysis.

• Non-financial benefits are used in the business case to show benefit beyond mere cost & income.

Friday, November 21, 2014

Business CaseItem Cost / Income (£ ) Recurring cost / Income (£)

COSTS:

Timetabling system 350,000 35,000

VLE (Moodle) 500,000 40,000

Timetabling staff 250,000

E-Learning Support Officers 250,000

Total costs: 850,000 575,000

SAVINGS:

Timetabling savings 35,000

Fewer learning resources 20,000

Fewer assessments/units 150,000

Total savings 205,000

Overall cost: 850,000 370,000Friday, November 21, 2014

Business Case

Friday, November 21, 2014

Benefit Measure

Increase retention of Students Produce baseline numbers and monitor increase

Value to the Student Monitoring students who are re-engaged who complete and are successful in Award

Maintain Income Retaining 62 full time paying students would generate return on investment of Project costs. Any number above this would ensure income targets are retained

Please see Return on Investment breakdown below.

Provide more qualitative time to Academic to enable intervention and follow up actions

Increase in Student Retention due to interventions and support provided

Provide additional information on course health

Quantity of Unit Leaders and Programme Leaders accessing and reviewing via CMI system

Provide clarity of Roles and Responsibilities

Responsibilities are progressed in timely fashion

Greater institutional oversight of students who require support

Immediate access to meaningful and timely data

Be pro-active with internal and external demands for engagement data

Timing comparison to provide requested data

PrioritisationTwo approaches:

• Simpler approach is to assess which changes enable most benefits –this is done by adding business change requirements and enablers to a benefit map.

• More complex example is to add weighting scores to benefits, and then by association to business changes and their enablers: this will give a numerical score that can be used to prioritise changes (and enablers).


Prioritisation (simple)


Fewer errors

Less applicant

frustration





Better staff morale

Better customer

service

Improved image

More new applicants

Better applicant

conversion


More focused advice

Increased enrolmentsRevise

process

Provide training

Upgrade system

Reporting

Business change

Enabler

Prioritisation (weighted - 1)


Fewer errors

Less applicant

frustration





Better staff morale

Better customer

service

Improved image

More new applications

Better application conversion


More focused advice

Revise process

Provide training

Upgrade system

Reporting

Business change

Enabler


(1000)

Start with an overall weighting score



Fewer errors

Less applicant

frustration





Better staff morale

Better customer

service

Improved image


(400)


(300)


(200)

More focused

advice(100)

Revise process

Provide training

Upgrade system

Reporting

Business change

Enabler

40%

30%

10%

20%


(1000)

Add % contribution & add appropriate score to supporting benefits



Fewer errors

Less applicant

frustration





Better staff morale

Better customer

service

Improved image


(400)


(300)


(200)

More focused

advice(100)

Revise process

Provide training

Upgrade system

Reporting

Business change

Enabler

40%

30%

10%

20%

100%

40%

60%

20%

80%

100%


(1000)

Continue to work back from right to left



Fewer errors (540)

Less applicant

frustration (400)


(280)


(140)


(140)


(120)

Better staff morale (120)

Better customer

service (580)

Improved image (400)


(400)


(300)


(200)

More focused

advice(100)

Revise process (300)

Provide training (108)

Upgrade system (218)

Reporting(194)

Business change

Enabler

40%

30%

10%

20%

100%100%100%

40%

60%

20%

80%

100%

100%100%

100%

50%

50%

40%

20%

60%

40%

10%

30%

100%


(1000)

PrioritisationTwo approaches:

• Using the “simple approach”:– Provide training = 11 benefits supported

– Revise process = 12 benefits supported

– Upgrade system = 12 benefits supported

– Reporting = 13 benefits supported

• Using the “weighted approach”:– Provide training = 108

– Revise process = 300

– Upgrade system = 218

– Reporting = 194

• So they both have the same “least” option, but differ on the “most”! Which is best? Neither – they are basis for discussion!


Product Catalogues• Product (and requirement) catalogues can be linked to benefits via the

benefit map, and these can help inform acceptance criteria and user tests.

• For example “Reporting” is linked to “Fewer errors” and “Better MI on

customers and sales”, so acceptance criteria can include Reports on :– error rates

– types of error

– source of error

– applicants (broken down by demographics, age, ethnicity, etc.)

– enrolments (broken down by demographics, location, A levels, etc.)

• Exercise:– Identify some acceptance criteria for the remaining enabler and one of the

business changes


The end

• Contact details:

Bruce Levitan: [email protected]


Benefit Realisation Management

Business

Transcript of Benefit Realisation Management