Benefits Management: Delivering Value from IS and IT Investments / Edition 1by John Ward, Elizabeth Daniel
Pub. Date: 01/06/2006
Benefit Management: Delivering value from IS & IT Investments provides a comprehensive explanation of how organizations can achieve grater success in realizing the benefits of their investment sin IS and IT and other major change programmes. It incorporates the latest knowledge from research with real examples from the use of the approach in a wide range of
Benefit Management: Delivering value from IS & IT Investments provides a comprehensive explanation of how organizations can achieve grater success in realizing the benefits of their investment sin IS and IT and other major change programmes. It incorporates the latest knowledge from research with real examples from the use of the approach in a wide range of organizations. It will prove valuable and informative to business managers and IS/IT professionals as well as academics and students. In Benefits Management, John Ward and Elizabeth Daniel:
- Explore the causes of lack of benefit delivery and the reasons why new approaches to the management approaches to the management of IS/IT investments are needed.
- Explain new ways of thinking and managing, based on a comprehensive Process, including a set of tools and process, including a set of tools and frameworks that many organizations are using to increase the benefits realized from their investments.
- Demonstrate how benefits plans can be used to improve both investment decision making and the implementation of IS/IT projects and IT-enabled change programmes.
Table of Contents
About the Authors.
1. The Challenge of IS/IT Investments.
The Development of IS/IT within Organizations.
The New Economy.
Productivity Gains from IS/IT.
The Generic Benefits of IT.
Tangible and Intangible Benefits.
The Disbenefits of IS/IT.
Net Benefits: The Measure of IS Success.
Current Investment Appraisal Approaches.
The Need for a Fresh Approach: Benefits Management.
The Importance of a Common Language: Information Systems and Information Technology.
2. Understanding the Strategic Context.
The Competitive Forces and Resource-Based Views of Strategy.
Ends, Ways, Means.
Industry Attractiveness and Competitive Forces Analysis.
External Value Chain Analysis.
Internal Value Chain Analysis.
Balancing the External and Internal Contexts: The Dimensions of Competence.
Linking Business, IS and IT Strategies.
Balancing the Portfolio of Investments: The Applications Portfolio.
Organizational Information Competences.
The Challenge of Implementation.
3. The Foundations of Benefits Management.
The Need for Another Process for Managing IS/IT Investments?
The Origins of the Benefits Management Approach and Process.
An Overview of the Benefits Management Process.
Identifying and Structuring the Benefits.
Planning Benefits Realization.
Executing the Benefits Plan.
Reviewing and Evaluating the Results.
Establishing the Potential for Further Benefits.
What is Different about this Approach?
4. Establishing the Why, What and How.
Why: Identifying Business and Organizational Drivers.
Strategic Drivers, Dimensions of Competence and the Nature of Change.
Establishing Investment Objectives.
Linking the Investment Objectives to Drivers.
What: The Business Benefits.
How: The Benefits Dependency Network.
Measurement and Ownership.
The Nature of Benefit and Change Ownership.
Benefit and Change Templates.
Worked Example: Improved Control within a Food-Processing Organization.
5. Building the Business Case.
Arguing the Value of the Investment.
A Structure for Analysing and Describing the Benefits.
Quantifying the Benefits: The Major Challenge.
Project Cost Assessment.
Variations in Benefits and Changes across the Application Portfolio.
Completing the Business Case.
6. Stakeholder and Change Management.
Assessing the Feasibility of Achieving the Benefits: Stakeholder Analysis.
Stakeholder Analysis Techniques.
From Analysis to Action.
Completing the Benefits Plan.
Approaches to Managing Change.
Matching the Management Approach and Stakeholder Behaviours.
The Nature of IT-Enabled Change Management: Is it Different?
Alternative Change Management Strategies.
7. Implementing a Benefits Management Approach.
Rationales for Introducing Benefits Management.
Initiating and Managing a Benefits-Driven Investment.
The Project Sponsor.
The Business Project Manager.
The First Workshop.
The Second Workshop.
Inclusion of the Benefits Plan in the Management of the Project.
Evaluating the Results and Establishing Potential for Further Benefits.
Monitoring the Benefits after Implementation.
Fit with other Methodologies.
8. The Importance of Context.
Factors to Take into Account.
The Public Sector.
Multiunit Businesses: Replicated Deployments.
Variations across the Applications Portfolio.
Different Application Types.
Customer Relationship Management Systems.
Enterprise Resource Planning Systems.
Different IS/IT Supply Arrangements.
9. From Projects to Programmes to Portfolios.
Types of Programme: Planned and Emergent.
Programme Dependency Networks.
The Management of Programmes.
Governance of the Investment Portfolio.
The Applications Portfolio for Priority Setting.
Links to Drivers.
Including Emergent Investments in the Management of the Portfolio.
10. Creating a Better Future.
The Continuing Challenge of IS/IT Investments.
Characteristics of the Benefits Management Approach.
The Value of the Process.
Going Further: Using Benefits Management to Formulate and Implement Strategy.
The Purpose of Strategies: To Deliver Benefits to Stakeholders.
Incorporating Benefits Management into Strategic Thinking.
Examples of Benefits-Driven Strategies.
Future Trends in IS/IT and their Implications for Benefits Management.
Having it All: Productivity and Agility Benefits from IS/IT.
A Final Word or Two.
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