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Representative POMs are described for Behavioural Change at each level of maturity.

1Initial

• Practice

  Informal activities are in place relying on a best endeavours of available personnel.

  Outcome

  There is limited clarity about the desired behavioural change resulting from Benefits Planning

• Practice

  Informal activities are in place relying on a best endeavours of available personnel.

  Outcome

  There is no formal benefits plan, or limited clarity about the desired outcome

2Basic

• Practice

  Define the high-level need for Behavioural Change

  Outcome

  A benefits plan describes at a high level the changes needed to achieve the outcomes.

  Metric

  % of benefits plans with references in the register to required benefit delivery actions.

• Practice

  Define Benefits Ownership and Desired Behaviours at a high (collective) level.

  Outcomes

  • There is no individual ownership or accountability for benefits realization.
  • It is defined at a collective level at best, without formal commitment to deliver.

  Metric

  % of benefits plans with references in the register to individual benefits owners.

3Intermediate

• Practice

  Address the changes required to realize benefits in the benefits plans, and make clear both benefit and change ownership.

  Outcome

  Benefits plans make explicit reference to required behavioural change on the part of individual owners and their delegates.

  Metric

  % of benefits plans with references in the register to required behavioural change.

• Practice

  Use the Business Case and Benefits Plan as a basis for stakeholder engagement, highlighting the Benefits Owner(s) and the linkage between behavioural change and successful delivery of business value.

  Outcome

  Benefits plans make explicit reference to required behavioural change on the part of individual owners and their delegates.

  Metric

  % of Benefits register items that reference both benefits owners and desired behavioural change.

• Practice

  Actively track the benefits delivery, but with limited focus on required behaviour change.

  Outcome

  Formal tracking of benefits is undertaken, but tracking of individual behaviour change (leading to benefits realization) is rarely undertaken, and supporting measures such as education and skills training and incentivization schemes are not emphasised.

  Metric

  % of Resultant behavioural change logged in register (expect zero at this level).

4Advanced

• Practice

  Deliver training courses to equip change agents and benefits owners to follow new processes, procedures, and training in personal change and development (e.g. Emotional Intelligence, Negotiation etc.).

  Outcome

  Suitable education and skills training programmes are in place to support planned behavioural change initiatives.

  Metric

  % of benefits delivery stakeholders trained in new processes.

• Practice

  Deliver training courses to enable relevant stakeholders to change their behaviour as appropriate.

  Outcome

  Suitable education and skills training programmes are in place to support planned behavioural change initiatives.

  Metric

  % of relevant stakeholders trained in behavioural change.

• Practice

  Implement policies and reward/sanction systems to discourage “old” behaviour” and encourage and embed “new” behaviours in the delivery of business benefits.

  Outcomes

  • Detailed behavioural changes to foster benefits realization are formally delegated where appropriate, and linked to personal performance objectives and reviews.
  • Benefits status is tracked and correlated with measurement of performance of benefits delivery owners.

  Metric

  % of Benefits register items with both behavioural changes and delivered benefits confirmed.

5Optimized

• Practice

  Assess the environment and provide the necessary resources and equipment to help stakeholders adjust to the change.

  Outcome

  Organization-wide value (as a mind-set and as an aggregate of planned and actual benefits in the portfolio) is correlated with observed levels of organizational behaviour change, and is benchmarked externally as part of an overall continuous improvement policy.

  Metrics

  • % of programmes whose benefits programmes are communicated to the wider organization.
  • # of external benchmarks on benefits conducted per annum.

• Practice

  Maintain and improve incentivization schemes.

  Outcome

  Behavioural change is formally measured and analysed, and sustained by regularly improving/refreshing supporting processes and incentivizing measures, and is benchmarked externally as part of an overall continuous improvement policy.

  Metric

  % of Incentive schemes linked to benefits delivery.

• Practice

  Provide support mechanisms for personal development to benefits delivery owners (Personal change, leadership etc.).

  Outcome

  Benefits owners routinely improve their effectiveness in influencing Behavioural Change for optimal Value Delivery.

  Metric

  % of Benefits delivery Owners receiving personal development programmes with benefits delivery content.

• Practice

  Provide support mechanisms for personal development to impacted stakeholders (training in new practices, personal change, resilience etc.).

  Outcome

  Impacted stakeholders routinely improve their openness to change in pursuit of optimal Value Delivery.

  Metric

  % of Stakeholders receiving personal development programmes with benefits delivery content.