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Realising the Benefits Step 2 Tutorial

1 Realising the Benefits Step 2

This lesson focuses on the second step involved in the process, ‘realising benefits’. This step deals with managing transition. Let us begin with the objectives of this lesson in the next screen.

2 Objectives

By the end of this lesson, you will be able to: ? Explain the steps involved in ‘manage transition’ In the next screen, we will introduce the five steps involved in ‘manage transition’.

3 Manage Transition

Manage transition helps to deliver and support the changes. It involves five steps that are discussed here. The first step in managing transition is to initiate the actual transition process once the capability is delivered by projects and the pre-transition plan is prepared. Next, support arrangements must be established to ensure that there is clear and concise direction for making rapid decisions. This will ensure that there are no unnecessary disruptions or delays. The next step is to enact the transition. This begins as soon as the start of the transition is approved. The programme and project staff enacts the transition plan and monitors the progress. The step that follows is ‘review transition’. This ensures that once new arrangements are in place, the transition is reviewed, lessons are documented and any follow-on actions and requirements are captured. The final step is to manage outcome achievement which ensures that once an outcome is achieved, it is acknowledged through the programme communications plan. In the following slide, let us focus on the first step, that is, ‘initiate transition’.

4 Initiate Transition

As the projects approach completion, relevant business operations need to be prepared for implementing the outputs from projects. The transition plan is reviewed and updated to reflect the activities of transition. These activities need to be managed in business environment, ensuring successful take-up of new capability while maintaining the business as usual. Transition may be achieved in a single change to operations or it may be achieved through a series of incremental and modular changes. The transition plan should be followed as the route map for implementation. In the next screen, we will discuss the support arrangements that need to be established during transition.

5 Establish Support Arrangements

Managing the transition often requires careful consideration of an individual’s personal concerns. This also gives an insight into the issues that might be faced by the organisation during transition. These concerns can be related to work environment and what the changes mean to them. Transition may also impact external individuals and organisations. In such a case, support may be needed from Human Resource and system specialists. A detailed change plan should be in place to avoid unnecessary disruptions. Once the transition plan has been delivered, the Business Change Manager or BCM and the change management team must provide clear and concise directions throughout the transition. In the next screen, we will focus on what considerations are needed to enact the transition.

6 Enact Transition

Before starting the transition, it needs to be ensured that all the required outputs from projects are complete, ready and verified for operational use and smooth functioning. The operational staff should be trained and briefed on their new roles as well as on temporary duties that they may perform during the transition. Before the transition starts, ensure that there are no risks and issues pending for which the new operations are unwilling to take responsibility. All risks and threats should be accounted for and contingencies should be in place, in case the changes fail. An arrangement for temporary transition management should be in place to guide through the transition. Once all these things are in place, the Senior Responsible Owner or SRO, in consultation with the Programme Board, approves the start of the transition. As soon as the start is approved, it is important to verify that the staff understand their role in the transition and they are aware of the transition management structure. Transition is mainly the responsibility of the programme team but it can be supported by project teams as well. The teams should enact a transition plan and monitor progress, react and adapt to events as they develop and ensure that the ‘stop or go’ criteria for aborting this implementation are monitored. Monitoring of performance indicators will be important to assess the overall level of business stability. In the next screen, we will find out what needs to be considered while reviewing transition.

7 Review Transition

When the new arrangements are in place, the transition should be reviewed, lessons documented and any follow-on actions and requirements should be captured. There should be broad engagement with stakeholder community to guide their perception, interest and support for the programme. It is a very important stage for all concerned stakeholders, so effective communication should be in place. At this stage, the Project Manager and teams can be disengaged as deemed appropriate. The process of embedding the working practices leading to the release of benefits then starts, under the control of the programme. New ways of working will certainly need a settling-down period. The BCMs should ensure that the programme provides sufficient support during this period. In the next screen, we will focus on ‘manage outcome achievement’.

8 Manage Outcome Achievement

‘Manage outcome achievement’ ensures that the achieved outcome is acknowledged through the programme communications plan. The factors such as ‘realise outcome’, ‘acknowledge outcome’, ‘implement outcome’ and ‘transition to next outcome’ need to be taken care of in this step. It is critical that outcomes should be fully-realised, working practices established and the business stabilised to reach the desired new state. Even though the process might take some time, it is important to actively acknowledge outcomes following instructions in programme communications plan. But, care should be taken that the success is not declared too early. It is important to wait till the business stabilises in the new state following implementation of the outcome. There is a risk that if the programme’s focus moves on to the next outcome too early, the operations may regress to the old ways of working without the support of the programme processes and procedures. This will result in losing the progress made by the transition.

9 Summary

Let us summarise what we have learnt in this lesson: ? ‘Manage transition’ helps to deliver and support the changes that occur due to business transformation. ? The first step in managing transition is to initiate the actual transition process once the capability is delivered by projects. ? The second step is ‘establish support arrangements’ where, support arrangements to ensure clear and concise direction for making rapid decisions is established. ? ‘Enact transition’ begins as soon as the start of the transition is approved. ? ‘Review transition’ ensures that the transition is reviewed and lessons are documented. ? ‘Manage outcome achievement’ ensures that the achieved outcome is acknowledged through the programme communications plan. Next, we will focus on the last step of ‘realising benefits’, that is, ‘manage post-transition’.

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  • PMP, PMI, PMBOK, CAPM, PgMP, PfMP, ACP, PBA, RMP, SP, and OPM3 are registered marks of the Project Management Institute, Inc.

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