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Benefits Management: Delivering Value from IS & IT Investments by Elizabeth Daniel, John L. Ward

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Chapter 10. Creating a Better Future

In this chapter the key characteristics of the benefits management approach are summarized and further evidence of the improved outcomes resulting from the use of the approach is described, including a comparison of two projects in one organization. The first project did not take a benefits management approach and produced very few benefits for the organization. The second project, that did use the benefits management process, not only delivered the technology on time, on budget and all the expected business benefits, but also involved the business managers in the IS/IT development in a way that changed the relationship between those managers and the IT function, to the benefit of all future projects. From being thought of previously as a high cost/low value unit, the IT function became viewed as a strategic capability that could significantly enhance the company's competitive position.

Investments in IS/IT projects and other change programmes are the means of improving organizational performance and creating new strategic options and capabilities. If an organization adopts a benefits management approach to managing its complete investment portfolio, it is effectively using it to manage the implementation of significant components of its business strategy. As a result, some organizations have seen the value of using the same frameworks, tools and techniques as a way of helping the formulation and improving the implementation of organizational ...

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