Use of Benefits Management Methodologies

The request was successful.

Dear Peterborough City Council,

I am writing to you regarding the use of structured benefits management methodologies.

For clarity, all the following questions relate to benefits management as defined by the Office of Government Commerce (OGC): “the identification, definition, tracking, realisation and optimisation of benefits, usually within a programme”, where benefits are the positive outcomes of change from a project or programme.

Could you please provide me with responses to the following questions set out below?

1. Do you currently or have you in the past used structured benefits management methodologies when delivering a programme, including any of the following?
• Benefits Realisation Management (Bradley, 2006, OGC, 2004)
• The Cranfield Process Model of Benefits Management (Ward et al., 1996)
• Management of Value (OGC, 2010)
• Active Benefits Realisation (Remenyi & Sherwood-Smith, 1998)

2. What is the most commonly used method and why is this method used rather than any of the other methods available?

3. Do you have a benefits management centre of excellence?

4. Do you have a specialist benefits management resource? Please indicate whether this is a permanent or contingent resource.

5. Does your organisation have a centrally managed and consistent framework, with established processes, for defining and tracking benefits realisation?

6. To what extent are business requirements linked to and influenced by benefits?

7. On a scale of 1 to 9, where 1 is not embedded at all and 9 is thoroughly embedded, how well embedded is benefits management within programme management and the development of organisational strategies?

8. Please provide a sample of completed benefits management products, specifically:
• Benefits maps
• Benefits registers
• Benefits management strategies
• Benefits realisation plans
• Benefits profiles

9. If you do not use a structured benefits management approach, please provide a reason as to why this decision has been taken.

Thank you in advance for providing this information and I look forward to receiving your reply.

Yours faithfully,

James Crutchley

Freedom of Information Mailbox, Peterborough City Council

 

FREEDOM OF INFORMATION REQUEST –  FOI-13-0144

 

 

Dear Sir / Madam,

 

Thank you for your request under the Freedom of Information Act:

 

I am writing to you regarding the use of structured benefits management
methodologies.

    

For clarity, all the following questions relate to benefits management as
defined by the Office of Government Commerce (OGC):

 

 “the identification, definition, tracking, realisation and optimisation
of benefits, usually within a programme”, where benefits are the positive
outcomes of change from a project or programme.

    

Could you please provide me with responses to the following questions set
out below?

    

     1. Do you currently or have you in the past used structured benefits
management methodologies when delivering a programme, including any of the
following?

 

     • Benefits Realisation Management (Bradley, 2006, OGC, 2004)

     • The Cranfield Process Model of Benefits Management (Ward et
al.,1996)

     • Management of Value (OGC, 2010)

     • Active Benefits Realisation (Remenyi & Sherwood-Smith, 1998)

    

     2. What is the most commonly used method and why is this method used
rather than any of the other methods available?

    

     3. Do you have a benefits management centre of excellence?

    

     4. Do you have a specialist benefits management resource? Please
indicate whether this is a permanent or contingent resource.

    

     5. Does your organisation have a centrally managed and consistent
framework, with established processes, for defining and tracking benefits
realisation?

    

     6. To what extent are business requirements linked to and influenced
by benefits?

    

     7. On a scale of 1 to 9, where 1 is not embedded at all and 9 is
thoroughly embedded, how well embedded is benefits management within
programme management and the development of organisational strategies?

    

     8. Please provide a sample of completed benefits management products,
specifically:

 

     • Benefits maps

     • Benefits registers

     • Benefits management strategies

     • Benefits realisation plans

     • Benefits profiles

    

     9. If you do not use a structured benefits management approach,
please provide a reason as to why this decision has been taken.

 

Your request is being considered and you will receive the information, if
held, within the statutory timescale of 20 working days, subject to the
information not being exempt.

 

If you have any queries, please do not hesitate to contact me.

 

Yours faithfully

 

Kirsty Jones       

Governance Officer

Peterborough City Council

Town Hall

Peterborough

PE1 1HG

 

foi[1]@peterborough.gov.uk

Telephone 01733 453588

 

 

 

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Freedom of Information Mailbox, Peterborough City Council

1 Attachment

 

 

FREEDOM OF INFORMATION REQUEST –  FOI-13-0144

 

 

 

Dear Sir / Madam,

 

Your request for information has now been considered and the information
requested is given below.

 

I am writing to you regarding the use of structured benefits management
methodologies.

    

For clarity, all the following questions relate to benefits management as
defined by the Office of Government Commerce (OGC):

 

 “the identification, definition, tracking, realisation and optimisation
of benefits, usually within a programme”, where benefits are the positive
outcomes of change from a project or programme.

    

Could you please provide me with responses to the following questions set
out below?

    

1.      Do you currently or have you in the past used structured benefits
management methodologies when delivering a programme, including any of the
following?

 

     • Benefits Realisation Management (Bradley, 2006, OGC, 2004)

     • The Cranfield Process Model of Benefits Management (Ward et
al.,1996)

     • Management of Value (OGC, 2010)

     • Active Benefits Realisation (Remenyi & Sherwood-Smith, 1998)

    

At Peterborough City Council, we use a benefits management methodology
that is based on Benefits Realisation Management and is an adapted version
of this. 

 

2.      What is the most commonly used method and why is this method used
rather than any of the other methods available?

 

We use an adapted version of Benefits Realisation Management as this
methodology was the most appropriate to our aspirations and goals in
relation to managing benefits.

 

3.      Do you have a benefits management centre of excellence?

    

No.

 

4.      Do you have a specialist benefits management resource? Please
indicate whether this is a permanent or contingent resource.

  

No.

  

5.      Does your organisation have a centrally managed and consistent
framework, with established processes, for defining and tracking benefits
realisation?

  

Yes.

  

6.      To what extent are business requirements linked to and influenced
by benefits?

   

Benefits are linked to projects:  i.e. what benefits are projects
delivering?

 

7.      On a scale of 1 to 9, where 1 is not embedded at all and 9 is
thoroughly embedded, how well embedded is benefits management within
programme management and the development of organisational strategies?

    

In terms of programme management, benefits management could be scored at
5.  In terms of organisational strategies, benefits management could be
scored at 1.

 

8.      Please provide a sample of completed benefits management products,
specifically:

 

     • Benefits maps

     • Benefits registers

     • Benefits management strategies

     • Benefits realisation plans

     • Benefits profiles

    

Sample benefits profile included at Attachment 1.  The names of council
officers have been redacted as the council considers this information
exempt under Section 40(2) – personal information.  The council considers
that the officers would have a reasonable expectation of privacy.

 

9.      If you do not use a structured benefits management approach,
please provide a reason as to why this decision has been taken.

 

Not applicable.   

 

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If you are dissatisfied with the handling of your request please contact
the Information Specialist, Peterborough City Council, Town Hall, Bridge
Street, Peterborough, PE1 1HG; Telephone: 01733 452276, e-mail:
[1][Peterborough City Council request email]

 

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[2]www.ico.gov.uk

 

Yours faithfully

 

Alana Diffey       

Information Specialist

Peterborough City Council

Town Hall

Peterborough

PE1 1HG

 

foi[3]@peterborough.gov.uk

Telephone 01733 452276       

 

 

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Conditions apply to the confidentiality, copyright, legal liability and
use of this email.
For full information relating to the transmission and use of this email
please visit www.peterborough.gov.uk/emaildisclaimer
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

References

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