strategic benefits mapping in the public service - tanner james webinar

“Strategic Benefits Mapping

in the Public Service”

Tanner James… Enhancing your programme and project management capability

in the Public Service”

Barry Anderson

CEO Tanner James

“what strategic contribution does this

change initiative make to the

achievement of the organisations

goals??”

Review & Close


goals??”

(you have 3 mins and 200 words)

• Where are we now?

• What will the future look like?

• How will the “lived experience” of


• How will the “lived experience” of

stakeholders be different ? (as THEY

perceive it)

Review & Close

• Ahead of the Game – Blueprint for the

reform of Australian Government

Administration focussed upon the need for

the APS to meet the expectations of a much

more complex society with expectations of


more complex society with expectations of

high quality services and greater citizen

involvement in service design.

“BENEFITS are not simply just one

aspect of project and programme

management, they are the rationale for

the investment of tax payer’s funds in

Review & Close


the investment of tax payer’s funds in

change initiatives”.

Review & Close

• Lindsay Tanner – Penny Wong

• Gershon Review

• P3M3 Capability Maturity


Assessment

• Capability Improvement

Review & Close

Gershon recommended that FMA Agencies:

• Take appropriate steps to improve their capability to

commission, manage and realise the benefits of ICT- enabled

projects and new policy proposals.

• Implement a common methodology for assessing agency

capability (P3M3)


capability (P3M3)

• Be required to propose a target level of capability and to develop

a capability improvement plan and to commit to and agree

actions to address any capability gaps.

Review & Close

Benefits management should be integrated into:

• The wider organizational context of the portfolio

of investment

• The organization’s strategic planning,


• Pf, Pg, Pj Management, and

• Performance management systems.

Review & Close

• Delivering benefits should be the key

driver of strategy and investment in

change initiatives.

• Envisage the future state or as Stephen


• Envisage the future state or as Stephen

Jenner refers to it start with the end state

in mind.

“Vision” is not a nebulous “to be” state

Review & Close

• The wider the net is cast to engage stakeholders

the greater the prospects of realising benefits.

• Genuine engagement enables agencies to

clearly define expectations in terms of

outcomes required to be delivered.


• Stakeholders would usually prefer to settle for

less if that is achievable.

Pareto rule 80% of gains from

20% of change activity

Review & Close

Initiative Complexity

• As society becomes more complex there will be

a need to accept greater use of non-financial

benefits.

• APS agencies involved in the delivery of

humanitarian programs, aged care reform and


humanitarian programs, aged care reform and

animal welfare programmes are currently

confronting this issue.

• Successful benefits management engages

stakeholders to optimize rather than maximize

benefits realization. (Pareto 80:20)

• As lessons are learnt and applied going forward

benefits realisation is optimised as part of the


benefits realisation is optimised as part of the

organisations commitment to continuous

improvement.

Ministerial mandates and

CEO favoured projects

Aka

How an optimised benefits driven


How an optimised benefits driven

portfolio of investments in change

initiatives saved my/your career

Review & Close

• Lack of ownership and accountability has been the

primary cause of low ratings for Benefits

Management in P3M3 capability maturity

assessments.

• Tanner James experience is in line with the research


• Tanner James experience is in line with the research

of Jenner and Byatt (2012) in which perceptions of

maturity were lowest for benefits management.

Review & Close

• Agencies have rapidly improved their visibility

of change initiatives and reporting dashboards,

so all stakeholders have access to performance

data

• This is perceived to have led to higher levels of


• This is perceived to have led to higher levels of

accountability for both the conduct of change

initiatives and the delivery of benefits.

Review & Close

• Managing benefits needs to translate into behaviour

which demonstrates the way we do things around

here.

• This can be achieved by treating the development of

benefits management as a (benefits-led) business


benefits management as a (benefits-led) business

and behavioural change programme supported by

relevant training and development.

Review & Close

• Transparency is a critical element of a

corporate culture focused on achievement.

• A commitment to learning from past

mistakes and the recording of lessons

learnt is a critical part of building a culture


learnt is a critical part of building a culture

of transparency.

• It is a necessary part of a benefits led focus

on doing the right things the right way.

• Benefits led change

• Benefits

Identification


Identification

Benefits Mapping Approaches

• Logic Chains

• MSP Benefits Maps

• Results Chains

• Benefits Dependency Network

Maps

• Benefits Logic Map


• Benefits Logic Map

Key information

Managing Benefits – Optimizing the Return

from Investments - pages 59 to 66

QUESTIONS


QUESTIONS

Review & Close

Barry Anderson

Tanner James Office

1300 774 623

Mobile

0419 304 966


0419 304 966

Email

[email protected]

Review & Close


strategic benefits mapping in the public service - tanner james webinar

Business