eHealth Benefits Management Toolkit eHealth: Benefits Management v4.0 May 2009 1
eHealth Benefits Team • Our aim: ‘To enable eHealth throughout NHS Scotland to measure and demonstrate their contribution to better quality healthcare, now and in the future’ • How: – Provide support for NHS boards to adopt the benefits management toolkit and methodology through facilitated workshops for specific projects and programmes – Provide support for National projects and programmes to adopt the benefits management toolkit and methodology through facilitated workshops – Work with NHS boards to ensure skills transfer in benefits management methodology through combination of education and facilitated workshops. Benefits Management 2
Defining Benefits Management Benefits Management: • Ensures that the potential benefits of a business change programme are realised • Links and co-ordinates the implementation of redesigned processes and technology with changes in the business to maximise the delivery of benefits to the business as a whole • Some benefits will be delivered after the project/programme is perceived to be finished and will need continued monitoring Benefits Management 3
Defining Benefits Management Benefits Management (cont’d): • The business case is the starting point for benefits management, providing a ‘snapshot’ of expected benefits at a particular point in time. It should continue to be used to maintain focus and alignment towards achieving the defined benefits • Planning for benefits realisation, benefits profiling and periodical benefits reviews facilitate the achievement of benefits Benefits Management 4
Benefits Management Process Overview 1. Identify and structure benefits 2. Plan benefits 5. Establish realisation potential for further benefits 4. Review 3. Execute and evaluate benefits plan results (JW) Benefits Management 5
Aligning Benefits Management with Project Management (PRINCE2) Stage 5 Stage 2 Stage 3 Stage 4 Stage 1 Execution of BRP Identification Benefits Review & Identifying & & measuring of further realisation evaluation of defining benefits benefits planning benefits benefits Directing a project Initiating a Managing Stage Closing a Starting up a project project boundaries project Post project period Controlling A “business stage as usual” Managing product delivery Planning Benefits Management 6
Transition to Business As Usual The realisation of benefits will continue beyond the implementation of the system and closure of the project. It is therefore important that the governance structure during and after the project lifecycle is defined as part of the benefits strategy in the business case. This should include: • role definitions and responsibilities; • a mechanism for the monitoring of benefits and the identification of corrective actions should they be required; • clear arrangements for the transition to “business as usual” and the handover of responsibilities; and • a review plan for the identification of further benefits. Benefits Management 7
Roles Responsibilities Project Business As Usual Project A senior manager who will take overall responsibility for Extend to Sponsor ensuring the project produces maximum value for the BAU or organisation. handover Project A manager who will ensure that the business change Manager management and benefits realisation activities and responsibilities have been defined and who will co-ordinate and monitor their execution. Benefits A senior manager who will take overall responsibility for (in Review Sponsors ensuring that a specific benefit is achieved and provide an Team) escalation point for the Project Manager for issues related to that benefit. Change A manager who will ensure that the changes required to (in Review Manager realise the benefits have been identified and that the Team) necessary resources are available and actions are taken. Benefits A manager who will ensure that benefits and measures are (in Review Manager defined, data is available and reports are regularly issued Team) and studied, and that remedial actions are taken when benefits are not being realised or below target. Review The team that will produce the end-of-project formal review Team and take over benefits monitoring and related change activities after the close of the project. Benefits Management 8
Programme Dependency Network Programme Benefits Change C1 A/B1 F1 B1 Change C2 A/B2 F2 F3 Change C3 A/B8 B2 Project A – e.g. GG and C implementation B3 Change C1 B/B1 F1 Change C2 B/B3 F4 B4 F3 Change C3 B/B8 B5 Project B – e.g. A and A implementation Benefits Management 9
Workshop Structure (JW) Why do we want improvement? What improvement do Session 1 we want? Can it be Can a financial What are the benefits and Can it be identified? value be put to it? where will each occur? measured? Who is responsible for its delivery? Session 3 What changes are needed? Session 2 Who will be affected? How and when can Benefits Realisation Plan these changes be made? Benefits Management 10
Workshops and Outputs Session Outputs Benefits Dependency Network with: 1. Benefits Identification • Objectives • Benefits Benefits Dependency Network with: 2. Change and • Changes (business and enabling) stakeholders • IS and IT changes required • Stakeholder analysis Benefits Plan including: 3. Measurements and • Benefits templates and profiles Benefits Realisation Plan • Change templates • Benefits register Benefits Management 11
Benefits Dependency Network (BDN) Business Enabling IM&T Benefits Objectives changes changes B1 C1 I1 O1 E1 B2 C2 I2 E2 E3 Benefits Management 12
Reduce Scan all paper future Train staff Scanning documents Storage in scanning system received Requirements Reduce Clinical Clinical paper Reduce Train information record Notes portering Clinicians input to input data System use requirements by clinicians Clinical Increase information Data migration Speed of Order record retrieved and cleansing Comms by clinicians retrieval Benefits Management 13
Points of Entry to Benefits Management Process – Strategic Drivers START 5. In what way can IT 2. What 1. What are 3.What 4. What changes are enable the improvements benefits will the business needed to achieve the changes? do we want? they deliver? drivers? benefits? Enabling Business IM&T Objectives Benefits Drivers changes changes Can the Nature & How can IT If yes, refine Number of scope of and agree benefits be business be delivered? enabling deployed objectives and changes and changes benefits. likelihood to support the Include changes? project in business plan Overall feasibility of and strategy making the changes Benefits Management 14
Points of Entry to Benefits Management Process – IM&T Capabilities 2. What are the START main benefits it 1. What does the IT do? 4. What are can deliver? Are the relevant What new capabilities does it they benefits we 3. What would business provide? want? the project’s drivers? objectives be? Enabling Business Benefits Objectives Drivers IM&T changes changes How easy Nature & Number of Is it a priority If yes, refine and agree scope of is it to business for investment? objectives and benefits enabling implement? changes and Do we changes likelihood have the 5. Is it worth capability Overall feasibility of developing a to use it? making the changes business case? Benefits Management 15
The Business Case & Benefits Management What are the common pitfalls with benefits management and business case development? • Poor definition of what the benefits actually are • Lack of commitment by key stakeholders to realise the benefits • Lack of clear ownership of benefits beyond the business case • Lack of robust processes to manage, monitor and realise benefits • Failure to update the business case in line with changes in circumstances regarding benefits Benefits Management 16
Defining Objectives Drivers for change: why do we want the improvements? • What is important to the service which means that changes must happen • They can be clinical / corporate / external / internal drivers (e.g. introduction of a new clinical procedure, system provider contract coming to an end , new legislation, updated national targets … ) Objectives: what improvements do we want / could we get? • High level clinical / corporate priorities agreed in relations to the drivers • Outcomes desired on completion of the project (e.g. shorter admission time, less repeated requests for same information, better bed management, … ) • They should be aligned with the national strategy for Health Benefits Management 17
Strategic Direction It is important to have high level objectives to give the project a strategic sense of purpose and guide the development and prioritisation of benefits, change activities and system specifications. Where project objectives have not been identified, the 6 dimensions of quality can be used as objectives to ensure benefits contribute to the care agenda. They can also be used to test objectives where they do exist. For national programmes, the six dimensions could reasonably be used for programme objectives as default. Benefits Management 18
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