Business Change Manager

Purpose

The Business Change Manager (BCM) role is mainly benefits-focused.  The BCM is responsible, on behalf of the Senior Responsible Owner (SRO), for defining the benefits, assessing progress towards realisation and achieving measured improvements. The BCM role is associated mainly with Programmes which tend to be more benefits focused than projects, although projects that deliver benefits in their own right will warrant the creation of a BCM role.

The BCM role must be 'business side' in order to bridge between the Programme and business operations.  Where the Programme affects a wide range of business operations, more than one BCM may be appointed, each with a specific area of the business to focus on.

The BCM is responsible for:

• Ensuring that the interests of the Sponsoring Group/SRO are met by the Programme;
• Obtaining assurance for the Sponsoring Group/SRO that the delivery of new capability is compatible with the realisation of benefits;
• Working with the Programme Manager to ensure that the work of the Programme, including the scope of each Project, covers the necessary aspects required to deliver the products or services that will lead to operational benefits;
• Working with the Programme Manager to identify projects that will contribute to realising benefits and achieving outcomes;
• Identifying, defining and tracking the benefits and outcomes required of the Programme;
• Ensuring that maximum improvements are made in the existing and new business operations as groups of projects deliver their products into operational use;
• Leading the activities associated with benefits realisation and ensuring that continued accrual of benefits can be achieved and measured after the Programme has been completed;
• Establishing and implementing the mechanisms by which benefits can be delivered and measured;
• Taking the lead on transition management, ensuring that business as usual is maintained during the transition and the changes are effectively integrated into the business;
• Preparing the affected business areas for the transition to new ways of working; and
• Optimising the timing of the release of Project deliverables into the business operations.

Skills and attributes

• The individual appointed as BCM should be drawn from the relevant business areas. Their participation in the Programme should be an integral part of their normal responsibilities, to enable changes resulting from the Programme to be firmly embedded in the organisation;
• BCMs require detailed knowledge of the business environment and direct business experience. In particular, they need an understanding of the management structures, politics and culture of the organisation owning the Programme.  They need effective marketing and communication skills to sell the Programme vision to staff at all levels of the business; and
• BCMs ideally should have some knowledge of relevant management and business change techniques such as business process modeling & re-engineering.