Embedding benefits realisation management at BT
- OverviewRead more
When BT embarked on a strategically significant portfolio of global programmes (known as 'Milestone') designed to tackle operational and technical complexity across the organisation, they invited us to help establish a robust approach to Benefits Realisation Management (BRM). We were asked to embed Project and Programme Management (PPM) best practice into Milestone; this initially meant the definition of a BRM methodology that would be applied to the programmes. For each programme this involved; setting up the infrastructure for embedding BRM within each programme, teaming with business representatives to create Benefits Maps, working with BT commercial, finance and delivery colleagues to generate a set of Benefit Profiles, and collating profiles into a unified Benefit Register as the basis for forecasting and tracking benefits realisation. Through the implementation of BRM methodology, the joint Moorhouse-BT team gave Milestone a clear focus on benefits and a standard approach to realising these benefits, leaving stakeholders with confidence that programme objectives were aligned to BT's strategic direction.
- Our client's challengeRead more
In the current economic climate it's more important than ever for companies to ensure they are getting the best return on their investments – all too often, programmes are deemed successful when capabilities are delivered, not when benefits are realised. So when BT Design embarked on a strategically significant portfolio of global programmes (known as Milestone) designed to tackle operational and technical complexity across the organisation, they turned to Moorhouse to help establish a robust approach to Benefits Realisation Management (BRM)
- Our responseRead more
Moorhouse embedded Project and Programme Management best practice into the management of 'Milestone' and the operation of its constituent programmes. Working at both Milestone and programme levels, we articulated a structured approach to be used to identify, quantify, assign and track the benefits and dis-benefits arising from the delivery of each programme.
For each programme this involved:
- Setting up the BRM infrastructure within each programme, under the direction of a nominated Benefits Management lead;
- Creating Benefits Maps to convey programme contribution to strategic objectives, via causal linkages between outputs, outcomes, capabilities, interim benefits and final benefits;
- Generating a set of Benefit Profiles capturing each anticipated benefit, its realisation timeframe and its owner;
- Collation of profiles into a unified programme Benefit Register for forecasting benefit realisation and providing a means of tracking actual results against projections.
Each programme contributed to the active engagement of impacted business stakeholders as benefit owners. BRM became a standing agenda item for a series of regular Milestone sessions with stakeholders from all in-scope geographies. The Benefit Maps formed an essential vehicle for such engagement, supported by 'Success Statements' and 'Day in the Life of' scenarios designed to bring programme benefits to life. - The value to our clientRead more
Through the implementation of a structured BRM methodology the joint BT/Moorhouse team created a framework which has given Milestone:
- A clear focus on the benefits to be realised from transformational change, rather than solely on capability delivery
- A standard approach to BRM applied consistently across all Milestone programmes, which can also be applied to other transformation initiatives
- Target programme benefits defined as clearly articulated metrics which can be baselined, projected and measured against achievement
- Confidence that programme objectives are aligned to the organisation's strategic direction
- An engaged community of impacted stakeholders, aware of their ownership responsibilities in the achievement of benefits
- A means of informing portfolio level resource allocation decisions
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