Conference Paper

Preparing for the future of IT project value realisation: understanding benefits management practices - do incentives and management support really help?

Conference: 19th European Conference on Information Systems, ECIS 2011, Helsinki, Finland, June 9-11, 2011
Source: DBLP


Although organisations continue to make substantial investments in information systems and information technology (IS/IT), the successful realisation of value (i.e. benefits) from such investments has consistently been reported as a major organisational challenge. From a project perspective, this paper examines whether benefits management (BM) practices can be considered a viable approach to achieve such anticipated value. Drawing on a field study conducted by investigating BM practices in 29 organisations as well as the BM literature, we derive a structural equation model that is tested using data collected from 456 individuals. Our data analysis, by means of partial least squares, finds that specific BM competencies positively impact benefits realisation success (BRS). Furthermore, the findings suggest that the development of effective BM competencies are facilitated by an alignment of business and IT processes reflected in the constructs a) business process knowledge, and b) business-IT communication. We also find that incentives negatively influence the positive effect of benefits review practices in realising project benefits. Collectively, the results have important theoretical and practical implications, as they provide quantitative evidence of how IS/IT investments should be managed to successfully realise benefits. We expect our research to spur organisations to instil a shared understanding of how IS/IT relates to the business and vice versa within their project teams, which will intensify BM's positive effect on BRS.

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    ABSTRACT: In 1996, the Cranfield benefits management (BM) process model was developed as a response to organizations' dissatisfaction with the results of information systems and information technology (IS/IT) projects. In contrast with traditional project management dimensions, such as time, cost, and quality, BM emphasizes the need to identify, plan, realize, and review benefits, particularly by means of business changes. The extant literature presents several BM frameworks and methods, signaling its character as an evolving discipline. Despite this progress in research, most studies still report dissatisfyingly low BM adoption rates in practice. We aim to understand why BM is still rarely used in practice by classifying the literature with a multi-perspective framework. We find the BM literature rather unbalanced, as studies on how to conduct BM are common, but papers that investigate concepts such as the adoption/usage and context of BM in organizations are highly underrepresented. We conclude that the BM discipline still has open fields and white spots, and needs to gradually change direction.
    22th European Conference on Information Systems; 06/2014
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    ABSTRACT: IS/IT evaluations reveal that many organizations fail to realize planned benefits from their IS/IT projects. Benefits management researchers argue that organizational change is necessary for the delivery of IS/IT project benefits. However, existing IS/IT evaluation methods adopt a narrow quantitative focus on costs and benefits and fail to consider the organizational dimension. This study brings together the concepts of benefits management and IS/IT evaluation using the Cranfield Benefits Dependency Network (BDN) as a diagnostic tool to examine an underperforming IS/IT project. The analysis revealed that planned benefits had not been realized because of a lack of attention to technical and organizational facilitators and inhibitors associated with IT-enabled organizational change.
    International Journal of Project Management 07/2014; 33(2). DOI:10.1016/j.ijproman.2014.06.012 · 2.44 Impact Factor