Why Benefits are critical to a Change Manager

I considered calling this article 'Why Benefits belong to the Change Manager' but I could hear the hiss from Change Manager's who would challenge the word 'belong'. Of course they would be right, as any Benefit outlined in a project brief should be assigned an owner from the business. However, benefits are most critical to a Change Manager's role in any project, as they help explain the reason why the project has been funded in the first place. They are a measure of the effectiveness of what is being delivered, and a Change Managers purpose is to create a plan that is focused on creating the right environment and behaviours to achieve that level of effectiveness.

Any Change Manager worth their salt, therefore, is focused on influencing solutions where possible, to make sure any deliverables are user friendly. Measuring success based on successful delivery only is a thing of the past for high performing organisations, the focus now is on realising the Benefits.

Theory vs Practice when it comes to outlining Benefits

There is the theory when it comes to Benefits - having them outlined in a business case, able to be reported on and then the reality. Let's cover the real world, and some suggestions as to how to overcome some of the challenges that are faced. 

The Business Case gap

The starting point for articulating Benefits is in the Business case stage for any project. However in many organisations a Business Case doesn't exist. The project may have just been mandated by the Senior Leadership team, or asked for by the CE.  So without a business case how else can you get benefits on the agenda? The answer is simple and it is a starting point. When workshopping the project scope and plan, and capturing things to help inform the Change plan ask the simple question: 'How will we know if we are successful?' .To cater for the visual thinkers - 'what does success look like?'.

Moving from General Benefits to Measurable Benefits

Benefits in many project briefs are often just high level, under articulated and even more often - aren't even measurable. General statements are not enough to really get a handle of how you can measure the benefits. 

Keep probing until you can get them to be S.M.A.R.T (Specific, Measurable, Achievable, Realistic, Timely).  Like S.M.A.R.T goals, Benefits need to be measurable and have assigned owners. They need to link to strategic objectives the organisation may have. The more specific the Benefits is the easier it is for the Change Manager to complete a Benefits realisation plan with the business.

There isn't an embed/transition phase

It is important to allow time for Benefits to commence measurement and then to have the PMO or EPMO continue to track benefits. If in the project plan this phase doesn't exist, have the discussion with the Project Sponsor. Without this time invested in the project benefits realisation will be compromised.

Benefits aren't on your Governance agenda 

Ever set personal goals? Ever achieved them? Why did you achieve them? If you answered yes, to the first two questions I am pretty sure why you achieved them. They had to be top of mind and focused on. When making decisions in your Steering Committees or Governance forums the impacts on Benefits should be considered. Be sure to always have them top of mind throughout the program meetings and when presenting a change plan it should link to the Benefits that have been decided upon. 

The role of the Change Manager in the Benefits arena

A Change Manager should encourage Benefits discussions. They should also be working with the Project Sponsor and Change Sponsor prior to Go Live on the ownership of Benefits and making sure that those who do own the Benefits across the business are aware of their role and what it entails. Measurement creates accountability, and having a Benefits reporting dashboard is one great way to create the visibility to reinforce leadership support.

Any project should be clear on it's why and articulating Benefits can assist with that story. It is a learning curve though for many organisations, but a Change Manager in conjunction with the Project Manager can support an organisation in that journey.