Benefits Logic Mapping Outline - APMG

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Benefits Logic Mapping
Benefits Logic Map – Benefits Management
Strategic
Drivers
Increased
competitive
environment
Financial &
economic
constraints
Funding &
regulatory body
expectations
Inability to
demonstrate
return on
investment
Investment
Objectives
End Benefits
Increased
realization of
planned benefits
Maximised Value
for
Money from
available funds
Earlier realization
of planned
benefits
Benefits realization
sustained for
longer
Optimized
Strategic
Contribution
Emergent benefits
realization
optimized
Minimized impact
of dis-benefits
Fit for purpose,
end-2-end
practices
applied
consistently
Intermediate
Benefits
Practices
More accurate
forecasts
Improved Portfolio
Prioritization
Clear of line sight
from change
initiatives to
strategic
objectives
Align benefits with
strategy
Identify &
Quantify
Value &
Appraise
Plan
More engaged
stakeholders
Realize
Benefits realized
re-cycled to fund
new initiatives
Efficiency savings
in management of
initiatives
Improved
organizational
reputation
Consistent
practices
Reduced nugatory
benefits
management
activity
Continuous
improvement
Principles
Start with the end in
mind
Utilize successful
delivery methods
Integrate benefits &
performance mgt
Portfolio-based
benefits
management
Apply effective
governance
Review
Develop a Value
Culture
What is it?
• A way of determining the rationale for an investment.
• A one page ‘story’ of an investment.
• A communication tool.
• Re-visited and updated throughout a programme to reflect
lessons learned.
• Derived from the Victorian Government Investment
Management Standard.
A ‘Problem’ or ‘Opportunity’, rather than a
‘Solution’-based, tool
How is it different from traditional
benefits mapping?
•
It is undertaken before, and informs the preparation of,
the Business Case.
•
An investment rather than a project or programme focus –
what are we trying to achieve?
•
Derived from a workshop or short series of workshops.
•
Also encompasses a clear articulation of the metrics to be
used to assess benefits realization.
It supports benefits-led rather than activity-centred
change
How is it produced?
Workshop 1 – What is the Problem we are
trying to solve/Opportunity to be exploited?
• What are the Strategic Drivers behind the intervention?
• What are the Investment Objectives the initiative is
supposed to achieve*.
• What End or Outcome benefits would be realized from
achieving these Investment Objectives?
* Stated in positive terms
How is it produced?
Workshop 2 – The Solution
• What solution is required to realize the end benefits
identified by Workshop 1?
• What intermediate benefits will be realized?
• Followed by a ‘necessary & sufficient’ test –
• Are all elements of the proposed solution necessary
to realize the defined benefits?
• In combination is the proposed solution sufficient to
realize the defined benefits?
How is it produced?
Workshop 3 The Key Benefits Evidence
Log/Record
• What metrics can be used to assess realization of the
end and intermediate benefits identified on the
Investment Logic Map?
• Metrics encompass: leading & lagging measures, proxy
indicators, case studies, surveys and evidence events.
An example
Tell Us Once Birth Service Benefits Logic Map – Benefits to Citizens and LA’s
Strategic
Drivers
Service
Transformation
Agreement “to change
public services so they
more often meet the
needs of people and
businesses, rather
than the needs of
government, and by
doing so reduce the
frustration and stress
of accessing them.
The result will be
services that are better
for the customer, for
front line staff and
better for the
taxpayer.”
Economic climate
reflected in the need to
deliver significant
efficiency savings.
Investment
Objectives
End Benefits
Intermediate
Benefits
Solution /
Initiatives
Disbenefit – additional workload
for registrars
As a result of Tell Us
Once:
Citizens will receive a
better experience, faster,
cheaper and easier
access to government
services.
Government and
taxpayers will benefit
from faster and more
effective identification of
customers for their
services, reduced
unnecessary contact
and improved efficiency.
Staff will see improved
job satisfaction as they
are able to do their job
more effectively.
Citizen time savings in
notifying local government
Reduced avoidable
contact
Citizen cost savings in
notifying government
Admin time savings to LA’s
to process changes to
housing and council tax
benefit
Improved citizen experience
LA time freed for other
activities – improved services
or reduced costs – benefit to
be determined locally
Improved staff satisfaction
Reduced
Earlier referral to FIS and Library
Services contributing to LA
targets
child poverty
Earlier payment of benefits
Tell Us Once Birth
Service
•Speeding up and
improving data
sharing resulting in
more up to date
records
•Training staff
•Related process
re-engineering
•Marketing the
Service
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