Index

  • 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
  • Barrier analysis, 109, 110f–111f, 112
  • Barrier wheel, 82, 83f, 84, 115f
  • Baseline for benefits realisation, 207–208, 209f
  • Behaviour(s):
    • in change workshops, 90–97, 125b
    • competencies vs., 46–47
    • new (see New behaviours)
    • tools for changing, 106–108
    • understanding current, 92–93, 93f
  • 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:
    • for field studies, 161
    • in measuring progress, 176–178
    • by PMOs, 191, 192f, 193
  • 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
  • Jenner, Steve, 21
  • 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:
    • of assumptions, 161–162, 213
    • of benefits, 87, 89–90, 124b–125b
  • 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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