The system has now tracked 70, instances of enquiry interactions and contains over 50, contacts. A new pre-application undergraduate campaign has been designed and built within the system, and will include an additional 1, prospective students who have contacted the University since the CRM system has gone live.
This new system will ensure we are able to monitor where we keep or lose prospective students. We will be able to use this data to explore the reasons for this and propose changes as part of continuous improvement in our recruitment activities. Our Benefits Realisation Management Framework at Exeter has been developed to specifically address the requirements in strategic investment or change management business cases.
However, it is adaptable enough to address the needs for benefits realisation management across the entire institution. The framework itself ensures that for any initiative or investment the benefits are clear from the outset and linked to our strategic objectives. There is clear transparency and accountability for the realisation of the benefits, not just the delivery of the initiative.
A key element of the strategy is to outline what governance arrangements will be in place throughout the benefits management lifecycle. Many benefits will occur long after the programme or project and its structures have been dismantled - in some cases years.
There must be provision made to retain some form of strategic oversight and control until the final benefits are realised. Governance arrangements will vary depending on the stage of the benefit lifecycle.
Generally, however, there are two main states; project governance and post project governance. In the rare instances where programme or project benefits are fully realised within the life of the project, post-project governance arrangements are not applicable. While the project is still operational the resources should exist within the project team to oversee and drive benefits development and management, with input and involvement from the business side - through the benefit working group and ongoing communication.
Benefits can be overseen, monitored and controlled with regular reporting to, and input from, established programme or project governance structures. Business area representation should be maintained through the senior user role on the board and the benefit working group. Many anticipated programme or project benefits will not start to materialise until after the programme or project has completed and closed down.
The SRO must ensure that appropriate structures are put in place to monitor, track and manage benefits until the final benefit is realised. The membership, format and name of post-project governance arrangements will vary but generally this group will be made up of the SRO and senior staff from affected business areas.
Their main role is to ensure that the benefits realisation plan is successfully executed and that any corrective action or interventions required to achieve business transformation are planned and fully implemented. Often this group is referred to as the transformation steering committee. The strategy should also consider the process of transition management and how the people element of change will be managed.
Examples will include:. Planning for programme and project benefits realisation Topics: Programme and project management and assurance. Benefits management in programmes and projects. Benefits realisation plan A benefits realisation plan acts as an overview of the main milestones detailed in each benefit profile.
Initiating the transition has many principles in common with mobilisation in other aspects of a project or programme. It involves the co-ordination of output delivery with mobilisation of the operational infrastructure needed to realise the benefits.
In this context, mobilisation must include establishing support for those affected by the changes being implemented. This can range from technical support for new systems to HR support for individuals and external support for varied types of stakeholder. As outputs are accepted they are handed over to staff who have been trained and briefed on any follow-on actions. Configuration, risk and quality information is handed over and the planned operational changes are implemented.
Any temporary arrangements need to be in place, such as parallel working of two systems and contingency plans should be in place should any change fail to work. As changes take effect, the performance criteria are monitored. The full value of benefits may not be achieved during the period of change and will accumulate over a longer period leading up to the final review. However, the significant changes in performance should be observable during this period and these should also provide indications of longer term success.
During the period of change new opportunities may come to light for additional benefits, which is why the benefits management procedure has the feedback loop to the definition of new benefits. Benefits can easily fail to achieve their anticipated value if changes are not embedded into the organisation. New working practices can regress to the previous state if support is not provided.
In a programme or portfolio where multiple benefits and associated change are planned, it is particularly important to embed and consolidate one set of changes before considering more. As the changes take effect it will be possible to decommission the previous systems. Only once the change is well on track to become the normal way of working should the support infrastructure be demobilised. The timing of the final benefits review is set according to the original business case. Most benefits are realised continuously once the transition has been embedded into business-as-usual.
On this basis any investment could be justified simply by counting the benefits for a sufficient period of time.
The business case should specify the period over which benefits may be accumulated to generate the value used to justify the work.
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