- Page numbers followed by f, t, and b refer to figures, tables, and boxes, respectively.
- Accountability, for benefits, 73f
- Activists:
- ambassadors as, 103b
- in employee groups, 177–178
- Agendas:
- for benefits realisation workshop, 53b
- for change workshop, 124b
- for script for new behaviours workshops, 167b
- for testing the change efforts workshops, 171b
- Agile release trains (ARTs), 146b–148b, 149
- Agile teams:
- large-scale projects with, 145
- and SAFe, 145b–148b
- Agile transformations, 94b–96b
- Ambassadors:
- in change process, 78–79, 103b, 174
- in execution phase, 157–158
- Ambassadors' cost, 119
- Analysis phase, 21–22, 23f–24f
- benefits realisation workshop in, 49–51, 52b–57b
- benefit track in, 59–74, 61f
- change deliverables and goals of, 77f
- change track in, 75–128, 76f
- in Ørsted example, 207–212
- purpose of, 22
- suggested activities for, 233b
- tasks in, 7, 24f
- ARTs (agile release trains), 146b–148b, 149
- Assumptions, validating, 161–162, 213
- Backstage leadership, 104–105, 104f, 174
- Barriers:
- individual, 93f, 97–101, 99f, 108f, 110f–111f, 125b–126b
- overcoming, 121
- in surroundings, 109, 112, 115f, 117f–118f, 126b–127b
- technical, 112, 112f, 113
- Behavioural change(s):
- among project managers, 219–220
- in benefits realisation method, 4–5
- in benefit track, 138b
- in change track, 82–85
- financial benefits related to, 194
- in managers in steering committees, 225–226
- method specialists role in, 18
- for PMOs, 237b
- in SAFe, 148b
- tipping points in, 175–176, 176f
- tracking, 178, 179f, 180
- Behavioural design principle, 91b
- Benefits:
- assessments of, 211
- in business case, 71–73
- capacity for managing, 190
- changes in, during execution phase, 133–134, 134f
- collecting data on, 191, 192f, 193
- defining, 9–10
- estimating, 60, 62–67, 63f, 64f, 133–134, 211
- focus on, in SAFe, 147b–148b
- importance of breaking down, 45
- including all, in assessments, 72–73
- indirect, 10, 74
- measurements of, 213
- negative, 9, 43, 135
- specificity of, 45–46
- validation of, 87, 89–90, 124b–125b
- Benefit catalogues, 195–197, 221b–222b, 222t
- Benefit-driven change model, 7, 8f
- Benefit-driven PMOs, 185f, 187
- Benefit-driven steering committees, 12–14, 12f
- “Benefits Management” project, 205–206, 206f
- Benefit maps, 42f
- in benefit catalogues, 196, 197
- creating, in benefits realisation workshop, 55b, 57f
- as dialogue tools, 47b, 48f, 49
- in Ørsted example, 208, 210f, 211
- in project design, 40–49
- for sterilisation centre project, 88f
- for “White coats” pilot project, 44f
- Benefit owners:
- benefits estimated by, 62
- responsibilities of, in execution phase, 139, 142
- role of, 16t
- in SAFe, 148–149
- in steering committee, role of, 12–14
- and traceable benefits, 72, 73f
- Benefit ownership:
- in change workshop, 87, 89–90
- creating, with benefits realisation workshops, 49–51
- delegation of, 14f
- Benefits realisation highway, 68, 69f
- Benefits realisation method, 3–18
- behavioural change in, 4–5
- benefits defined in, 9–10
- as change project, 202, 204
- and project tracks, 6–9
- roles in, 10–18, 11f, 16t–17t
- Benefits realisation plan:
- in benefit catalogues, 196, 197
- in benefit track, 67–71
- for Nykredit Business Bank example, 70t
- Benefits realisation process, 39–40, 39f
- common approach to, 224f
- in multiple-launch projects, 144f
- in one-launch projects, 140f
- Benefits realisation workshop:
- change track in, 77
- facilitation of, 52b–57b
- in project design, 49–51
- Benefit teams, 149
- Benefit track, 59–74
- in analysis phase, 61f, 233b
- behavioural change in, 138b
- benefit part of the business case, 71–73
- benefits realisation plan in, 67–71
- capacity for managing, 190
- continued work in, 152, 180
- estimating benefits in, 62–67
- in execution phase, 233b–234b
- indirect benefits in, 74
- interactions between tracks, 7, 9, 150, 152
- multiple launch strategy tasks in, 143t
- one launch strategy tasks in, 137t
- with one product launch, 136–141
- in SAFe, 148–149
- Best practice support, 194–198
- Bradley, Gerald, 3
- Budgets, 193–194
- Build–Measure–Learn cycle, 163, 163f
- Business case:
- benefit part of the, 71–73
- direct and indirect benefits in, 10
- in SAFe, 148
- Capacity management, 187–190
- Cause-and-effect relationships:
- in benefit maps, 43, 45, 47
- in benefits realisation process, 40
- discussing, in benefits realisation workshop, 56b, 60
- and traceable benefits, 72
- Change:
- benefits realisation method as, 202, 204
- capacity to handle, 188–189, 189f
- defining, in benefits realisation workshop, 50–51
- design and development of, 163–173
- estimating and planning, 118–122, 127b
- fear related to, 102–103
- motivation for, 27–29
- reactions to, 97–102, 125b–126b, 173–174, 177–178
- size of and benefits of, 96–97
- Change activities:
- identifying new, 116–117
- planning, 107–108, 108f
- separate from developing competencies, 109
- Change ambassadors, 78–79, 103b
- Change analysis, 78–82, 153
- Change deliverables, 48f
- and change track, 154–158
- descriptions of, 164–165
- and goals of analysis phase, 77f
- learning cycles for, 163f
- technical deliverables tested with, 163
- testing, 169
- “Change Management in IT Projects,” 78n1
- Change process, 155, 156f
- Change specialists, 150
- Change support, 173–174
- Change teams, 150
- Change track, 75–128, 153–180
- in analysis phase, 76f, 233b
- behavioural change in, 82–85
- and change analysis, 78–82
- and change deliverable, 154–158
- and change workshop, 85–118, 122–128
- design and development of change in, 163–173
- estimating and planning change in, 118–122
- in execution phase, 235b–236b
- field studies in, 158–162
- follow-up on progress in, 175–180
- interactions between tracks, 7, 9, 114, 116, 150, 152
- and new PMO services, 236b–237b
- roles of, 84–85
- in SAFe, 147b
- training and change support in, 173–174
- Change workshop, 85–118, 122–128
- content of, 86f
- direction set by, 79
- script for, 122b–128b
- technical track discussed in, 116
- Communication, 80b–82b
- and change track, 155
- and resistance to change, 101–102
- Competencies:
- behaviour vs., 46–47
- cost of developing, 119
- defining and developing, 108–109
- Concept development, 207–212
- Costs, estimating, 118–121
- Credibility, 28–29
- Current behaviour, understanding, 92–93, 93f
- Data collection:
- Decision-making, 135–136
- Deliverables. See also specific types
- benefits realisation necessary for effective, 38
- in change track, 84–85
- focus on, 39–40
- necessary for value creation, 47
- in SAFe, 146b
- splitting, between tracks, 121–122
- in technical track, 84–85
- training and change as, 48f
- Dialogue tools, 47b, 48f, 49
- Emotional reactions, to change, 102
- Employee cost, 119
- Employee groups:
- in backstage leadership, 104–105
- change analysis activities by, 79–80, 80f
- estimating capacity for change in, 189
- and field studies, 158–159, 159f
- handing resistance to change among, 98
- involving, in preparation for change, 100–101
- in Ørsted example, 215–216, 215f
- reactions to change in, 177–178
- script for new behaviours workshops for, 165b–169b
- time spent with, to develop change, 165
- Energy bar, 177–178, 177f, 180
- Epic owners, 148–149
- Estimations:
- of benefits, 60, 62–67, 63f, 64f, 133–134, 211
- for change, 118–122
- of change, 127b
- of costs, 118–121
- of time consumption for change process, 120–121
- Execution phase:
- benefits realisation in multiple-launch projects, 144f
- benefits realisation in one-launch projects, 140f
- change process in, 155
- continual adjustments in, 7
- maximising benefits realisation in, 131–152
- suggested activities for, 233b–234b
- tasks in, 132f
- Experience, gained in Ørsted example, 212, 213–214, 226–227
- Expert interviews, 160f
- Faculty of Health and Medical Sciences (University of Copenhagen), 86–87
- Fear, related to change, 102–103
- Field studies:
- in change track, 158–162
- for employee groups, 159f
- and managing individual barriers, 100
- methods for, 159b–160b, 160f, 160–161
- pilot projects as, 212
- Finance department, 17t
- First-line managers:
- in backstage leadership, 104–105
- in change analysis, 78–79
- in change process, 174
- in change process planning, 118
- in change workshops, 85
- in execution phase, 157–158
- and importance of trust, 103
- First-line managers' cost, 119
- Follow-up task:
- in change track, 175–180
- as PMO function, 187
- in realisation phase, 140–141
- Goal setting, 5n1
- Governance, 184–187
- Implementation platforms, 186–187
- Implementing benefits realisation, 201–204, 203f, 229–238
- best practice plan for, 232f
- suggested activities for, 232b–238b
- Indirect benefits, 10, 74
- Individual barriers, to change, 93f, 97–101, 99f, 108f, 110f–111f, 125b–126b
- Internal changes, 133
- Internal consultants, 218–219, 219f
- Internal data, 62
- Kanban boards, 178, 179f, 180
- Key employees:
- in change process planning, 118
- involving, in preparation for change, 103
- KPIs, developing, 67–68
- Large-scale projects:
- benefit tracks for, 68, 71
- maximising benefits with, 143, 145
- Launches:
- benefit realisation in, 140f
- determining appropriate strategy for, 135–136
- multiple launch strategy, 141–145, 143t, 155
- one launch strategy, 136–141, 137t
- in Ørsted example, 216–217, 216f
- suggested activities for, 234b–238b
- Leadership, backstage, 104–105, 104f, 174
- Learning cycles, 163f
- Learning methods, 109
- Maister, David, 106b
- Management:
- Maximising benefits realisation, 131–152
- with multiple launches, 141–145
- with one launch, 136–141
- with SAFe, 145–152
- transparency and decision-making for, 135–136
- Maxwell, John, 97
- Message framework, 81b–82b, 82f
- Method specialists:
- appointing, 197–198
- in Ørsted example, 215–216, 215f
- participation in benefits realisation workshop, 51
- role of, 15, 17t, 18
- Microbenefits, 89
- Minimum viable products (MVPs), 114n7, 136n2, 154
- Motivation, for change, 27–29
- Motivational purpose equation, 28
- Multiple launches, 141–145, 144f
- MVPs (minimum viable products), 114n7, 136n2, 154
- Negative benefits, 9, 43, 135
- Networks, 104–105
- New behaviours:
- among internal consultants, 219f
- among project managers, 219–220
- describing, with user stories, 94b–96b
- measuring, 93–94, 93f
- in Ørsted example, 214–227
- scripts for, 165b–169b, 168f
- user stories to describe, 94b–96b, 178
- Nontraceable benefits, 71–72
- Nykredit Business Bank example:
- benefits realisation method implemented in, 202
- benefits realisation plan for, 70t
- development of benefit maps, 43–45
- estimating benefits in, 65b–66b
- indirect benefits in, 74
- purpose in, 33–36, 35f
- script for new behaviours workshops in, 167b–169b
- specifying benefits in, 46
- Optimisation tasks, 136–137
- Organisational barriers, 112, 112f, 113
- Ørsted example, 205–227
- analysis and concept development in, 207–212
- benefit realisation method in, 6
- benefits realisation method implemented in, 204
- implementing new behaviour in, 214–227
- pilot projects in, 212–214
- Participant observation, 160f
- Performance management, 190–194
- Phrasing of purpose, 31–33
- Pilot projects:
- implementing benefits realisation method with, 204
- in Ørsted example, 212–214
- suggested activities for, 234b–235b
- PMOs, see Portfolio management offices
- Portfolio management, 184–187
- Portfolio management offices (PMOs), 6
- follow-up task managed by, 141
- implementing new services by, 236b–238b
- role of, 11–12, 16t, 230–232
- and SAFe, 147b, 148
- services provided by, 184, 185f
- Positive emotional response:
- and motivational purpose, 28
- questions to uncover, 31
- Preparation, for change activities, 100–101
- Prioritisation, provided by PMO, 184, 186
- Progress, measuring, 175–180
- Projects:
- different ways to initiate, 23f
- stories of, 80b–82b
- visualising the whole, 41–43
- Project design, 37–57
- benefit maps in, 40–49
- benefits realisation workshop in, 49–51, 52b–57b
- and focus on deliverables, 39–40
- Project management, 37–38, 38f
- Project managers:
- in backstage leadership, 104–105
- behavioural changes for, 219–220
- in benefits realisation workshop, 51
- in change process, 174
- in Ørsted example, 215–216, 215f
- role of, 14–15, 17t
- Project owners, 13, 16t
- Project tracks, 6–9
- Project triangle, 190–191
- Purpose, 25–36
- and benefit catalogues, 196
- for benefit maps, 41
- development of, 32f, 35f
- in Nykredit Business Bank example, 33–36
- in Ørsted example, 208
- phrasing of, 31–33
- questions to develop, 29–31
- and strategy, 25–29, 26f
- in University of Copenhagen's Sterilisation Centre example, 86–87
- value categories of, 27t
- Purpose equation, 26
- Quantification, of benefits, 9, 71–72
- Reactions to change, 97–102, 125b–126b, 173–174, 177–178
- Realisation phase:
- benefits realisation in multiple-launch projects, 144f
- benefits realisation in one-launch projects, 140f
- follow-up task in, 140–141
- tasks in, 7
- Resource efficiency, 188
- Ries, E., 136n2
- Right thing, making it easy to do, 138b
- Roles, in benefits realisation method, 10–18
- SAFe (scaled agile framework), 145b–148b
- and benefits realisation method, 5
- maximising benefits realisation with, 145–152, 151f
- in Ørsted example, 217–218, 223, 225
- Scaling benefits realisation, 183–198
- best practice support, 194–198
- capacity management, 187–190
- performance management, 190–194
- portfolio management and governance, 184–187
- Script for new behaviours workshops, 167b–169b
- Shadowing, 160f
- Solution bias, 162
- Stand-up meetings, 95b–96b
- Steering committees:
- in benefits realisation workshops, 49, 51
- in Ørsted example, 215–216, 225–226
- role of, 12–14, 16t
- Storytelling:
- and change track, 155
- and resistance to change, 101–103
- Strategic purpose, 26, 34
- Strategy, 25–29, 26f
- Sub-benefits owners, 13
- Supplier roles, 14, 17t
- Support cost, 119
- Surroundings, barriers in, 109, 112, 115f, 117f–118f, 126b–127b
- Technical barriers, 112, 112f, 113
- Technical deliverables:
- learning cycles for, 163f
- tested with change deliverables, 163
- Technical track:
- agility in, 154
- in analysis phase, 233b
- in execution phase, 236b
- interactions between tracks, 7, 9, 114, 116, 150, 152
- and new PMO services, 238b
- roles of, 84–85
- specifying requirements for, 116–117
- Testing the change efforts workshops, 170b–172b
- Time consumption, estimating, 120–121
- Tipping points, 175–176, 176f
- Traceable benefits, 71–72
- Training cost, 119
- Training deliverables, 48f
- Training support, 173–174
- Transparency, 135–136
- Trust, 102, 103, 105, 105b–106b
- Trust equation, 105b–106b
- Trustworthiness, 28–29
- Uncertainty, 134
- University of Copenhagen's Sterilisation Centre example, 85–91
- anticipating barriers to change in, 99–100
- barrier analysis in, 113–114, 115f
- benefit map for, 88f
- benefits realisation method implemented in, 202
- User stories, to describe new behaviours, 94b–96b, 178
- Validation:
- Value:
- categories of, for project purpose, 27t
- questions to uncover, 29–30
- Value creation, 4–5
- by benefits realisation method, 213, 214
- deliverables necessary for, 47
- in SAFe, 146b
- Video ethnography, 160f
- Walk-along interviews, 160f
- Waterfall model, 136
- “White coats” pilot project, see Nykredit Business Bank example
- Workshop:
- benefits realisation workshop:
- change track in, 77
- facilitation of, 52b–57b
- in project design, 49–51
- change workshop, 85–118, 122–128
- content of, 86f
- direction set by, 79
- script for, 122b–128b
- technical track discussed in, 116
- script for new behaviours workshops, 167b–169b
- testing the change efforts workshops, 170b–172b
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