How Do You Know Your Change Program Benefits Have Been Achieved?

epsilica consulting white paper
How do you know your change programme
benefits have been achieved? epsilica consulting A division of Portfolio Software Limited http://www.epsilica.com http://www.portfoliosoftware.co.uk
Achieving change programme benefits 1 of 8 epsilica consulting 2007© CONDITIONS OF USE All material in this document, unless otherwise stated, and in any materials developed using or based upon these documents, including without limitation text, logos, icons, photographs and all other artwork, is copyright material of Portfolio Software Limited. Use may be made of these documents and materials for non-commercial purposes without permission from the copyright holder on condition that the ownership of Portfolio Software Limited is identified in any material so used. Commercial use of this material may only be made with the express, prior, written permission of Portfolio Software Limited and subject to such conditions as they may determine. In no event will Portfolio Software Limited be liable for any loss or damage including, without limitation, indirect or consequential loss or damage, or any loss or damages whatsoever arising from use or loss of use of, data or profits arising out of or in connection with the use of this document or materials. Links to any other websites contained in this document are for information only and Portfolio Software Limited accepts no responsibility or liability for access to, or the material on, any such website.
Achieving change programme benefits 2 of 8 epsilica consulting 2007© Contents 1. Introduction ............................................................................................................... 4 Background .......................................................................................................................... 4 1.2 What is a benefit? .................................................................................................. 4 1.3 So what is Benefits Realisation Management?...................................................... 4 1.4 Why bother managing benefits? ............................................................................ 4 1.5 What happens if benefits are not managed? ......................................................... 4 2. Benefits Realisation Management Process .............................................................. 5 2.1 Step 1 - Identify outcomes & objectives ................................................................ 5 2.2 Step 2 - Identify enablers and benefits ................................................................. 5 2.3 Step 3 - Identify benefits and owners .................................................................... 6 2.4 Step 4 - Benefits tracking and reporting ................................................................ 6 2.5 Step 5 - Benefits realisation strategy and plan...................................................... 6 2.6 Step 6 - Review the benefits ................................................................................. 7 2.7 Step 7 - Realise the benefits ................................................................................. 7 3. Conclusion ................................................................................................................ 7 4. Further Discussions .................................................................................................. 7
Achieving change programme benefits 3 of 8 epsilica consulting 2007© 1. Introduction Background Every change programme has to have deliver something - a new service, a new process, increased market share, and so on. But how do you know what the benefits are? How do you identify them, develop them and measure them to ensure your programme has achieved its 'end-state'? This paper first sets out the context of why benefits realisation should be managed, what problems are faced if you don't manage them and finally produce an example of an approach to a benefits realisation management proc... [download for more]