Trung Ha Hawaiian Electric Company. Budgets, Financial Analysis, ERP Benefits Realization

Transcription

1 Trung Ha Hawaiian Electric Company Budgets, Financial Analysis, ERP Benefits Realization July 18, 2018

2 And Now the Hard Part Benefits Realization!

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5 Benefits Realization Process Program Definition Program Benefits Delivery Program Closure Benefits Realization Process Benefits Identification Benefits Analysis and Planning Benefits Delivery Benefits Transition Benefits Sustainment Identify and quality business benefits Derive and prioritize components Derive benefits metrics Establish benefit realization plan and monitoring Map benefits into program plan Monitor components Maintain benefits register Report benefits Consolidate coordinated benefits Transfer the ongoing responsibility Monitor performance of benefits Ensure continued realization of benefits

6 Key Roles & Responsibilities

7 Key Roles & Responsibilities Executive Owner (a.k.a. Sponsor) Ultimately accountable for overall benefits realization and tasked with capability creation and benefits realization Benefit Owners Responsible for change management activities and ensuring the realization of a specific benefit Business/Process Owner Responsible for ongoing management of business change and ensuring change is embedded in the organization These roles are supported by Program Managers Project Managers PMO

8 Benefits Identification

9 Benefits Identification Benefits may come from many places, but a primary source of potential benefits is a business case or similar document that provides justification for investment As project progresses, additional details are added to provide more definition Determining appropriate benefits (qualification) Defining the measurement and management processes (including metrics) Ensuring tracking and communication

10 Types of Benefits

11 Types of Benefits Business cases are often built on tangible and intangible benefits Tangible benefits obviously dominate this list Reduce cost Increase productivity But intangible benefits are also really important Improve customer service Increase employee engagement Cost reduction vs. cost avoidance Ensuring that the benefits in the business case approximate the current reality is key!

12 Benefits Register Identified benefits may be tracked in a benefits register Identified benefits Correlation of benefits to impacted processes Benefits targets KPIs and measurement criteria Status and schedule information Roles and responsibilities for benefits delivery Must be used consistently as the key source of information for agreed benefits, targets, attainment data, etc.

13 Benefits Planning & Delivery

14 Benefits Planning Much like the many plans of project and program management in the PMI standards, benefits management has an associated concept of a benefits realization plan The benefits How you re going to obtain them How you re going to manage attainment, including how to embed the benefits in the organization The process to monitor benefits realization The communication and risk management vehicles

15 Benefits Delivery Benefits delivery means Monitoring to ensure continued alignment of the efforts and the benefits to the organization s goals and strategies Executing project, program, and other work and monitoring to ensure this work delivers expected benefits Risk management Communication management including reporting progress Benefits delivery seeks to ensure that what we create is well aligned to what we need

16 Sample Benefits Dashboard

17 Benefits Transition & Sustainment

18 Benefits Transition to Operations Benefits must be embedded in the business environment and transitioned to the operational organization Benefits transition seeks to Ensure that delivered benefits are ready for transition to the operational organization Transition delivered benefits to those who will be responsible for ensuring sustainment ongoing Validation that transition was successful

19 Benefits Sustainment Ensures that transitioned benefits are positioned for long-term sustainment This is often an operational responsibility but in some large programs a significant amount of sustainment activity may remain with the program for a period of time Regardless of where it resides, the function of benefits sustainment ensures that we don t backtrack

20 Challenges

21 Challenges Inability to effectively document benefits Poorly defined data collection process Unrealistic benefits realization targets Inadequate change management Lack of clear accountability for benefits Poor linkages to related improved processes And many more that could be listed here.

22 Where do I Begin???!!! Gain Knowledge Lay the Foundation Build the Process Create the Pilot Plan for the Future