Novo QS had an important requirement: they wanted their current SAFe delivery engine to remain unchanged and the new methods to build on this framework.
They knew that succeeding would require a change. Novo QS needed to stop thinking about projects in terms of deliverables and start thinking about them as change project-driven to create benefits.
“We like that it is a proven method that fits on top of our agile project approach.”
– Poul Henning Poulsen, Corporate Vice President, Strategic Quality Development at Novo Nordisk
Adding the benefits realisation method to the current project approach
Novo QS wanted to apply the same level of structure to their future ways of working with change and benefits realisation as they were already applying to their technical development effort. Inspired by the benefits realisation method, Novo QS started out by adjusting the standard approach to fit with the existing project framework.
Creating the foundation | Making it stick |
Table 1: How to create the foundation and make it stick |
|
More ownership and responsibility for managers and project managers
We needed to make the adoption easier for managers and project managers, and one way was to make it clear how the benefits realisation method fitted into the current ways of working. However, they all needed to adjust their ways of working. The managers became benefit owners, and as such they started taking a much larger responsibility for benefits realisation and the change it required in their part of the organisation. The project managers took responsible not only for the technical solution but also for the management of benefits and change tasks in their projects.
“Normally, we don’t let external consultants interfere in how we drive projects – but this approach really creates impact for us.”
– Poul Henning Poulsen, Corporate Vice President, Strategic Quality Development at Novo Nordisk
Making it stick – having method specialists became the key to successful implementation
We initially used the benefits realisation method on two pilot projects with Novo QS. The purpose was:
- To showcase the value of the method and create ambassadors and hype
- To train method specialists to become experts in the use of the method
- To ensure realisation of the full benefit potential on the pilots
From the start, the benefits of applying this method were evident – it gave rise to some much-needed purpose and benefit discussions, which created unity and ownership in the steering committees and clarity for the project managers. Additionally, the change effort needed to realise the benefit was also detailed to a much higher degree than previously, paving the way for a successful change effort.
“Applying benefits realisation on our projects really challenged our way of thinking.”
– Poul Henning Poulsen, Corporate Vice President, Strategic Quality Development at Novo Nordisk
Three method specialists became the key to successful implementation of the benefits realisation method in Novo QS. They were appointed very early in the process to ensure that the new ways of working were anchored in the organisation.
The method specialists were an active part of the pilots and are now owning and developing the Novo QS version for the benefits realisation method even further. They support project managers and benefit owners in fulfilling their roles as well as advise and assist project managers on how to apply the method in their projects.
The hype from the pilots created a demand from the project managers who had not been part of the pilots. They were eager to start using the benefits realisation method in their own projects, as they saw that it would help them have better dialogues with their steering committees as well as their project teams about the benefits of their project as well as what it takes to realise them.
The results: now we realise the benefits
Sometimes it can be said as short as “now we realise the benefits” – and Novo QS can prove it because after the project, they now track that they get the benefits they aim for.