Dr Hugo Minney
Chief Executive of Building Self-Belief Charitable Incorporated Organisation (CIO)
Hugo has worked in project management in many different settings, but has probably never once had the job title of “project manager”. From “account manager” (developing the specification and organising delivery and implementation), through “workforce designer” (creating new ways to overcome constraints in recruitment and education), “benefits manager” (coaching stakeholders what they can expect and what they have to prepare), to his current role as “Chief Executive” (responsible for making it happen), he’s worked in commerce, in charity and the NHS.
Through all of this, he has maintained a focus on value – the value that the user and the customer get, and why they would want to buy more.
In 2011, Hugo became a Social Return on Investment (SROI) Accredited Practitioner, in order to use tested and refined processes for putting a value on benefits and to develop the technique for using value to make decisions during project implementation. He now works in NHS as a Chief Executive, an environment where resources are particularly constrained (educating a doctor takes 15 years so you can’t switch them on and off quickly), external influences have devastating effects (Brexit is causing a wholesale haemorrhaging of care professionals), and yet expectations continue to rise. In this crucible, a focus on outcomes, on value, on benefits is the only hope for delivering appropriate care.
Session title: Why you need to think outside the triangle
We’ve come a long way since the Iron Triangle (cost/quality/time) came into widespread use in 1950s. Or have we? The Triangle represents the controllable elements during project delivery: a project manager likes to be in control, and how users use the outputs from the project are thought to be beyond our control, so we do our best to avoid thinking about value or benefits.
The problem is that most projects deliver potential rather than actual increased profit or improved quality of life. But the focus on the benefits allows a project manager to be responsive to the inevitable changes in your environment, to leave a legacy that makes a difference.
That’s what Thinking Outside the Triangle is about. There are usually three types of benefit: hard cash within the next twelve months; soft but measurable benefits (I think of these as delivering cash within five years); and the so-called intangibles (social value; quality of life; pride), which often can be measured by “willingness to pay”.
In this presentation we’re going to explore how to use Social Return on Investment analysis to make decisions during the delivery of a project or programme, using lead indicators to continue to deliver maximum value in all three areas despite the vicissitudes of project life (change in priorities; change in personnel; insurmountable obstacles, etc).