BENEFITS MANAGEMENT -- Contents -- About the authors -- Preface -- Chapter 1: The challenges of IS/IT projects -- Strategic intent and actions required -- Recognition of organizational factors -- Finding a fair balance of benefits -- A common understanding -- Dissatisfaction with current approaches to benefits delivery -- The need for a fresh approach: benefits management -- Benefits delivery -- A focus on value -- A business case linked to organizational strategy -- The importance of change management -- Commitment from business managers -- IS/IT sufficient to do the job -- Involvement of stakeholders -- Educated in the use of technology -- Post-implementation benefits review -- The importance of a common language -- Summary -- Chapter 2: Understanding the strategic context -- The external and internal perspectives of business strategy: the competitive forces and resource-based views -- Resources, competences and capabilities -- Ends, ways and means -- PEST analysis -- Industry attractiveness and competitive forces analysis -- New entrants -- Power of suppliers -- Power of buyers -- Industry rivalry -- Threat of substitutes -- External value chain analysis -- Internal value chain analysis -- Alternative internal value chain configurations -- Balancing the external and internal contexts: the dimensions of competence -- Linking business, IS and IT strategies -- Managing the portfolio of IS/IT investments -- High potential -- Strategic -- Key operational -- Support -- Using the applications portfolio in practice -- Working with the investment portfolio: the why, what and how of IS/IT investments -- Organizational information competences -- Summary -- Chapter 3: The foundations of benefits management -- The gaps in existing methods and the implications -- IS/IT strategic planning -- Systems development -- Project and programme management.

Investment appraisal and evaluation -- Change management -- Risk assessment techniques and risk management processes -- The origins of the benefits management approach and process -- An overview of the benefits management process -- Step 1: Identifying and structuring the benefits -- The interdependence of benefits and change -- Step 2: Planning benefits realization -- Benefits realization: the stakeholder perspective -- Step 3: Executing the benefits plan -- Step 4: Reviewing and evaluating the results -- Step 5: Establishing the potential for further benefits -- What is different about this approach? -- Summary -- Chapter 4: Establishing the why, what and how -- Why: identifying business and organizational drivers -- Driver analysis -- Sources of drivers -- Strategic drivers, dimensions of competence and the nature of change -- Strategic drivers and application types -- Establishing investment objectives -- SMART objectives -- Linking the investment objectives to the drivers -- What: the business benefits -- How: the benefits dependency network -- Business changes -- Enabling changes -- Enabling IS/IT -- Joining up the network: highlighting dependencies -- Measurement and ownership -- Benefits -- Business and enabling changes -- The nature of benefit and change 'ownership' -- Project team and operational staff as owners -- A balance of benefit and change owners -- Benefit and change templates -- Worked example: improved control within a food processing organization -- The creation of a benefits dependency network -- Summary -- Chapter 5: Building the business case -- Arguing the value of the project -- Maintaining dependency: benefits are the result of changes -- A structure for analysing and describing the benefits -- Observable benefits -- Measurable benefits -- Quantifying the benefits: the major challenge.

Ways of overcoming the quantification problem -- Detailed evidence and modeling or simulation -- Benchmarking and reference sites -- Pilot implementations -- Financial benefits -- Not targets -- Cost reductions -- Revenue increases -- Project cost assessment -- Investment appraisal techniques -- Variations in benefits and changes across the investment portfolio -- The importance of recognizing the variation in benefits -- Risk assessment -- Risk variation across the investment portfolio -- Completing the business case -- Summary business case for the FoodCo project -- Business drivers -- Investment objectives -- Benefits -- Project costs -- Financial project return -- Risk analysis -- Summary -- Chapter 6: Stakeholder and change management -- Assessing the feasibility of achieving the benefit -- Stakeholder analysis and management techniques -- Power and influence -- Benefits and change -- 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 -- Boundary control -- Diagnostic control -- Interactive control -- Belief system -- Summary -- Chapter 7: Implementing a benefits management approach -- Rationales for introducing benefits management -- Initiating and managing a benefits-driven project -- The project sponsor -- The business project manager -- The role of project management offices (PMOs) -- The f irst workshop -- Activities between workshops -- The second workshop -- Inclusion of the benefits plan in the management of the project -- Evaluating the results and establishing the potential for further benefits -- Monitoring the benefits after implementation -- Fit with other methodologies -- Organizational benefits management maturity.

Level 1 - Unsuccessful -- Level 2 - Moderately successful -- Level 3 - Successful (but inconsistent) -- Level 4 - Highly successful -- Summary -- Chapter 8: The importance of context -- Factors to take into account -- Generic benefits -- Different types of organization -- The public sector -- Imposed drivers -- Many stakeholders -- Small and medium-sized businesses (SMEs) -- Multi-unit businesses: replicated deployments -- Variations across the applications portfolio -- Problem-based: key operational and support investments -- Innovation-based: strategic and high potential investments -- Different application types -- E-commerce and e-business -- Information management (IM) -- Customer relationship management (CRM) systems -- Enterprise resource planning (ERP) systems -- A two-stage model of enterprise systems deployments -- Infrastructure investments -- Non-IT projects -- Different IS/IT supply arrangements -- External supply: outsourcing -- Summary -- Chapter 9: From projects to programmes to portfolios -- Defining programmes -- Planned and emergent programmes -- Programme dependency networks -- Planned programmes -- Emergent programmes -- The management of programme benefits -- Managing the IS/IT project investment portfolio -- Governance and portfolio management -- Setting priorities -- Links to drivers -- Benefits management lite -- Project portfolio management in practice -- Summary -- Chapter 10: Creating a better future -- The continuing challenge of IS/IT projects -- Characteristics of the benefits management approach -- The value of the process -- Using benefits management to formulate and implement strategy -- Incorporating benefits management into strategic thinking -- Examples of benefits-driven strategies -- Future trends in IS/IT and their implications for benefits management -- Mobile working -- Greater support for collaboration.

Continued technology push -- Cost containment and demonstration of value -- Continued growth in outsourcing and off-shoring -- Green computing -- Cloud computing -- Agility from IS/IT -- A f inal word or two -- Glossary -- References -- Index.