Realisor Philosophy and Principles > BRM

It all started with an feeling that so more more could be achieved on programmes. A philosophy was developed that led to the creation of BRM Fusion Limited and Realisor.

This philosophy is summarised below and helps set the scheme of why Realisor is more than software to help implement a benefits realisation process. It is much, much more than that.

Here is a summary, followed by greater detail.


SUMMARY

Realisor is based on a simple philosophy of the importance of communication, explanation and end-to-end understanding and control.

• Communication – working together to get the job done
• Explanation – why are you spending - what do you seek to get out of it?
• End-to-End – from concept to completion of investment returns

The philosophy is underpinned by six guiding principles. These are essential characteristics of Realisor as a product and approach.

1. We are all benefits led: you invest or change only for the benefit it gives

2. Not all benefits are created equal and not everyone agrees on importance

3. Benefits and costs need to be considered ‘through-life’

4. Benefits from investment only flow when Capabilities are changed or sustained

5. Quantitative and qualitative information must be transparent to decision makers

6. Only the right things with the right resources need to be done

ADDED DETAIL

Realisor is based on a simple philosophy of the importance of communication, explanation and end-to-end understanding and control.

Communication – working together to get the job done
BRM Fusion strongly believes that you get greater results when enterprises share, discuss and pursue joint outcomes (rather than a customer versus contractor relationship) . Good software and method design helps enterprises work together to get the job done.

Explanation – why are you spending - what do you seek to get out of it?

Our approach is centered on being clear of what results are needed. Being able to explain to others what is required gives a common focus and challenge for people to respond to. Ideas and designs have increased value and there is a greater chance of getting what is sought.

End-to-End – from concept to completion investments

We understand that the best investments are those that are right through-life, from conception to completion. Having a seamless view over time helps you make good investment decisions and enables the expected returns to be made a reality.

The philosophy is underpinned by six guiding principles. These are essential characteristics of Realisor® as a product and approach.

1.We are all benefits led: you invest or change only for the benefit it gives

–Rationale: there is always something driving action, to gain a benefit or reduce a dis-benefit.

–Implications: benefits and dis-benefits need to be identified and agreed.

2.Not all benefits are created equal and not everyone agrees on importance

–Rationale: there is subjectivity and ambiguity around relative weightings and priorities and these change over time.

–Implications: need to make implicit thoughts and feelings explicit so they can be understood and ‘good enough’ views agreed. A process of re-tuning and realignment is needed. The amount of precision and agreement will differ depending on each situation and context.

3.Benefits and costs need to be considered ‘through-life’

–Rationale: there is a flow of benefits and costs that give the net impact on benefits and dis-benefits. This flow is in three parts those initially experienced, those that then happen over time and those that happen at the end.

–Implications: need to consider benefits and costs over all three parts of an investments/ changes life.

4.Benefits from investment only flow when Capabilities are changed or sustained

–Rationale: An enterprise or person has to be capable of doing certain things if benefits are to be gained/ dis-benefits reduced. It must also do what it is capable of. To increase benefits delivered then the enterprise/ person needs to either change what it is capable of or perform differently.

–Implications: Capabilities needed to get expected benefits must be identified and agreed. This includes the level of benefit they deliver now (baseline), that expected after investment/ change and what the needed investment/ changes are.

5.Quantitative and qualitative information must be transparent to decision makers

–Rationale: to make informed decisions measures of  benefit must be made explicit and values estimated. These explicit values are key to creating and comparing the attractiveness of options.

–Implications: measures and the units of measure must be defined, even using an ‘order of’ quantitative range of value. Current and target performance can then be estimated and the impact of new/ changed capabilities understood.

6.Only the right things with the right resources need to be done

–Rationale: resources and changes must add enough value to be included in plans.

–Implications: Justify inclusion by aligning resources and changes/ investments to the Capabilities they impact. Likewise, align all the capabilities to benefits/ dis-benefits that they impact. Remove and reduce any that do not add any, or too little, relative value.