Business Change Manager

Overview

The Business Change Manager (BCM) role is mainly benefits-focused. It is associated with programmes, however, projects that deliver benefits will warrant the creation of a BCM role. The BCM is typically a member of the business operations leadership team and will remain close to business-as-usual activities during the programme.

Where a 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.

Responsibilities

The BCM is responsible for:

• ensuring the interests of the Sponsoring Group or Senior Responsible Owner (SRO) are met by the programme.
• obtaining assurance for the Sponsoring Group or 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, and the scope of each project, 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 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 affected business areas for transition to new ways of working
• optimising the timing of the release of project deliverables into 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 enabling the resulting changes to be firmly embedded in the organisation
• have 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
• have effective marketing and communication skills to sell the programme vision to staff at all levels of the organisation
• have some knowledge of relevant management and business change techniques such as business process modelling and re-engineering