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The benefits of collaboration Webinar

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The Benefits Management SIG was delighted to host this excellent Webinar on the "Benefits of collaboration" presented by David Hawkins and Andrew Hudson, on Wednesday 16 March.

It is staggering to know that the emergence of benefits management, over some 25 years, has actually achieved relatively little positive impact on the management and success of projects and programmes! Why? Well, there are many reasons however, collaboration, which isn’t a new concept by any stretch of the imagination, is potentially a crucial game-changing enabler that ensures that individuals and teams are behaving and interacting in the best possible ways in order to deliver mutual project success, benefit and value. 

Collaboration as a significant project enabler

David briefed that the ICW was formed in 1990 to assist organisations to develop collaborative relationships for competitiveness and to share and promote best practice around Business Relationship Management, stating that collaboration is fundamentally about ensuring that business relationships are formed by committed organisations to maximise joint performance for achievement of mutual objectives and the creation of additional value.   

David offered a number of thought-provoking scenarios around the concept and effectiveness of a collaborative management framework and re-enforced the fundamental building blocks for successful collaboration around the well-proven BS11000 standard. David emphasised that ensuring that there is an integrated perspective on each and every element of the framework is vital for success and that organisations can expect to realise benefits and value by adopting this approach. 

Significantly, David also spoke about the need for the right behaviours, mindset and attitude from individuals and that fundamentally it is people that make the difference…’if we all don’t win then nobody wins’.  Without these characteristics being in place, success is (probably) dead in the water.

Benefits management as a measure of success

As a leading practitioner and implementer of management methods and systems covering strategy, operations and change, Andrew described how organisations operate under the Govern/Change/Run model and how new and collaborative approaches dramatically change the way benefits and value are defined, managed and realised. At the heart of the model lies the need for inspirational and excellent leadership, engagement and participation and ownership of benefits by the beneficiaries and wider stakeholders and embedding of collaborative practices that enable joint working across the whole organisation. Andrew explained that projects need to be aligned to strategy and that the transition through change needs to be carefully managed and controlled, using a consistent management model, if the right outputs and outcomes are to be achieved.  Andrew argued that value is the overriding purpose of a project, not necessarily time, cost and quality. Traditionally benefits practices are seen to be the domain of projects and programmes and not the beneficiaries. Perhaps that is the one of the main reasons why projects and programmes are not seen as being successful in delivering their expected value?

Due to one or two technology challenges on the day, the presenters were unable to directly answer any questions from callers attending the webinar. These questions, and the assocated resonses from the speakers can be seen in the attached document.  The presentations and Webinar can be viewed on the APM Resources Page and are included below.



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  1. Neil White
    Neil White 01 April 2016, 10:53 AM

    Due to work commitments I was not able to take in this webinar but have since reviewed the presentations and commend this event to all that have a stake in successful change outcomes. Although the technology failed us, the astute responses to the questions raised on the day bely the breadth of knowledge and experience of both Andrew and David. For me, when considering effective Business Relationship Management in the context of benefits management and organisational change, it addresses many of the challenges faced by organisations in two distinct areas: 1 - it helps overcome the barriers faced by organisations with aspirations to establish benefits management as an organisational capability (a transformational change in its own right) 2 - for the required business changes themselves, it emphasises and promotes the need for 'integrated ways of working' which benefits management practices both enable and ultimately rely. Well done to all that made this happen. Neil.