Benefits management how to increase the business value of your IT projects 2nd edition by John Ward, Elizabeth Daniel ISBN 1119993261 978-1119993261

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Product details:

ISBN 10: 1119993261
ISBN 13: 978-1119993261
Author: John Ward, Elizabeth Daniel 

The second edition of Benefits Management has been updated with current examples, further insights from experience and recent research. It shows how the enduring challenges achieving business value from information systems and technology projects can be addressed successfully. The approach, which is synthesized from best practices, sound theories and proven techniques from a range of management disciplines, is exemplified from the authors’ extensive experience of working with a wide range of organizations. The book includes examples from a wide variety of projects including non-IT projects. The book is written in an accessible style, ideal for practicing managers, and includes check lists and templates for using the processes, tools and techniques and real-life case studies of their application and impacts.

Benefits management how to increase the business value of your IT projects 2nd Table of contents:

Chapter 1: The challenges of IS/IT projects

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-bas

Resources, competences and capabilities

Ends, ways and means

PEST analysis

Industry attractiveness and competitive forces analysis

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

Organizational information competences

Summary

Chapter 3: The foundations of benefits management

The gaps in existing methods and the implications

The origins of the benefits management approach and process

An overview of the benefits management process

Step 1: Identifying and structuring the benefits

Step 2: Planning benefits realization

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

Establishing investment objectives

Linking the investment objectives to the drivers

What: the business benefits

How: the benefits dependency network

Measurement and ownership

Benefit and change templates

Worked example: improved control within a food processing organization

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

Quantifying the benefits: the major challenge

Ways of overcoming the quantification problem

Financial benefits

Cost reductions

Revenue increases

Project cost assessment

Investment appraisal techniques

Variations in benefits and changes across the investment portfolio

Risk assessment

Completing the business case

Summary business case for the FoodCo project

Summary

Chapter 6: Stakeholder and change management

Assessing the feasibility of achieving the benefit

Stakeholder analysis and management 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

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 first workshop

Activities between workshops

The second workshop

Inclusion of the benefits plan in the management of the project

Monitoring the benefits after implementation

Fit with other methodologies

Organizational benefits management maturity

Summary

Chapter 8: The importance of context

Factors to take into account

The public sector

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

Infrastructure investments

Non-IT projects

Different IS/IT supply arrangements

Summary

Chapter 9: From projects to programmes to portfolios

Defining programmes

Planned and emergent programmes

Programme dependency networks

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

A final word or two

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Tags: John Ward, Elizabeth Daniel, Benefits management, business value