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Benefits management

This experimental page is part of a new research project. Praxis Framework and Team Animation are collaborating to develop different perspectives on P3M frameworks to match personal communication styles. For more information about personal styles click here and to take part in our research click here.

 

This page provides an insight into how people with four different communication styles will perceive the principles and application of benefits management. To get the benefit of this page you first need to understand your own preferred style (or colour) and, ideally, those of your colleagues. You can complete a short diagnostic here to discover your style.

For a pdf of an individual colour, click on a link below:

The attributes of the four colour types explain what they may typically propose or want to see in the corresponding sections of a management plan. Specifically in this case, the structure of the benefits management plan is used to explain how different people address different aspects of benefits management. The terms ‘propose’ and ‘want to see’ indicate that someone may be involved in writing the plan or simply acting upon its contents.

As people are rarely ‘pure High Green’ or ‘pure High Yellow’ the attributes are only typical of each type. The lists of attributes are not intended to be exhaustive, they are indications of different attitudes that you need to take into account when working in a diverse team. More generic attributes of each colour can be found here.

See how the different styles typically respond to the different elements of benefits management by clicking on the diagram below.

 

Link to Goals

 

Goals

The goals of benefits management are to:

  • define benefits and dis-benefits of the proposed work;
  • establish measurement mechanisms;
  • implement any change needed in order to realise benefits;
  • measure improvement and compare to the business case.

When implementing these goals the different colours would focus on different areas.

A High Green would typically propose or want to see:

  • an explanation of what benefits management is aiming to achieve
  • a consistent and systematic approach to planning, quantifying, valuing and realising benefits
  • a long term commitment to the monitoring of benefits realisation
  • tangible and detailed financial benefits which are measureable and can be shown to realised

A High Green would typically be perceived as:

  • increasing bureaucracy and delay when insisting on evidence and facts to justify benefits
  • discounting intangible / non-financial benefits and relying solely on tangible / financial benefits

A High Blue would typically propose or want to see:

  • key individuals engaged in the procedure and given the opportunity to input
  • equal consideration to intangible and non-financial benefits
  • a clear understanding of the impact on people
  • that planning, valuing and realisation engages as many stakeholder groups as possible
  • consideration of dis-benefits where there is a negative impact on people
  • caution regarding how quickly benefits can be realised especially where it involves a change in people’s attitudes and behaviours

A High Blue would typically be perceived as:

  • being empathetic to the impact of the proposed change on people
  • a leader who wishes to ensure that there is adequate change management resource and effort
  • focusing on the attitudes and behaviours of those impacted versus the financial benefits of the project
  • focusing on dis-benefits as well as benefits

A High Red would typically propose or want to see:

  • action taken quickly to identify benefits thereby helping to justify the business case
  • a pragmatic view of the achievability of benefits realisation
  • that they have maximum freedom to take action as they believe necessary
  • resources being identified and committed to benefits management

A High Red would typically be perceived as:

  • focusing on short term wins through early benefits delivery
  • focused primarily on quantifiable / financial benefits and potentially dismissing those that cannot be described in this way

A High Yellow would typically propose or want to see:

  • clear communication on the importance of benefits  management in improving team motivation and thereby performance
  • short term responsibilities for benefits management are identified
  • encourage early interaction within the team and with stakeholders as part of identifying potential benefits
  • a broad view of benefits in particular intangible and non-financial benefits

A High Yellow would typically be perceived as:

  • over-estimating benefits, in particular intangible and non-financial benefits
  • being overly optimistic regarding the ease with which benefits can be realised

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Procedure

When defining or implementing the steps in the benefits management procedure the different colours would typically focus on different areas.

Quantify

A High Green would typically propose or want to see:

  • the adoption and use of tools and techniques that are methodical and fact based for identifying benefits
  • consideration of benefits and lessons from previous projects
  • clear allocation of costs to benefits

A High Blue would typically propose or want to see:

  • the involvement of people through one-to-one discussions and workshops in identifying benefits and dis-benefits
  • benefits and dis-benefits that are people centric (often intangible and non-financial)
  • communication with people from previous projects to obtain lessons learned, focusing on the impact on people

A High Red would typically propose or want to see:

  • the use of tools and techniques that identify short term benefits
  • a focused set of benefits around which logical decisions can be made about their inclusion and means of realisation
  • lessons from previous projects are taken into account and the actions necessary to implement them
  • the allocation of costs to benefits where possible

A High Yellow would typically propose or want to see:

  • the involvement of team members and stakeholders through discussion and workshops
  • a broad range of benefits identified which can then be pared down
  • communication  with people from previous projects to obtain lessons learned
  • less focus on dis-benefits where they don’t consider them significant

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Value

A High Green would typically propose or want to see:

  • the adoption and use of tools and techniques for identifying benefits that are quantitative to facilitate informed and objective decisions
  • propose details of the way valuation tools should be used e.g. principles by which they should be used

A High Blue would typically propose or want to see:

  • the use of qualitative techniques for valuing  benefits
  • comprehensive processes for the assessment of benefits clearly identifying responsibilities including their own
  • a cautious approach being taken to the valuation of benefits

A High Red would typically propose or want to see:

  • quantitative rather than qualitative output from valuation tools and techniques that allow speedy decision making
  • minimum level of valuation necessary to justify the business case
  • flexible approaches which are there to act as guidance with the final decision being made by those leading work

A High Yellow would typically propose or want to see:

  • valuation  of benefits  with a minimal level of formality or resources being deployed to achieve this
  • the adoption and use of qualitative techniques for valuing benefits
  • flexible processes for the valuation of benefits including their re-assessment

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Plan and realise benefits

A High Green would typically propose or want to see:

  • a methodical and evidence based approach to measuring the before and end-states
  • a high level of information that is robust and verifiable against which measurement can take place during and after the transition
  • a comprehensive and robust plan linking outputs to the changes necessary to realise the benefits and all steps for a successful transition

A High Blue would typically propose or want to see:

  • an approach that has been agreed by all parties with clear responsibilities that are fairly allocated across the team
  • resources being deployed to communicate with all those impacted by the change
  • a personal role in supporting the change process and assisting in the transition
  • a focus on minimising the negative impact on people and ongoing operations as the business transitions

A High Red would typically propose or want to see:

  • a simple approach to measuring the before and end states after the transition
  • sufficient and verifiable information against which measurement can take place and progress can be easily monitored
  • a flexible plan linking outputs to the changes necessary to realise the benefits
  • action being taken quickly to realise benefits wherever possible, minimising the impact on business as usual
  • accountabilities for realising benefits made clear and formally recorded
  • timely monitoring and control to ensure that people are being held to account for realisation of benefits

A High Yellow would typically propose or want to see:

  • effort put to marketing and communicating the change using the benefits as the central message
  • a personal role in communicating the change, potentially acting as a spokesman for the change with those being impacted
  • a minimal level of measurement
  • a flexible and simple means of monitoring of actions

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Thanks to Donnie MacNicol of Team Animation for providing this page.

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Benefits management

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