benefits management - what the academic papers say
TRANSCRIPT
Yorkshire Centre for
Health Informatics
academic
Benefits – what the ^ papers say
Benefits Management Network
22nd January 2015, Leeds
Ruth Evans, Yorkshire Centre for Health Informatics
[email protected] @ruth_evans
Question…
• Right now, what are you hoping you’ll find out from this talk?
Literature search found…
• A selection from 2012 – 2015 (mostly)
– Started searching Medical / Health literature
– Moved on to Business / Management
• Not a systematic review!
Types of literature found
Academic literature
Case study/ies
Opinion
Survey
Literature Review
Other…
Common themes – part 1
• Referring back to common texts
– Ward and Daniel
– Bradley
– Jenner
• The theory is all well and good, but what’s happening in
practice?
Opinion / literature reviews
Breese, R. 2012.
Benefits Realisation Management: Panacea or False
Dawn?
International Journal of Project Management, 30:341-351
Doherty, N.F. 2014.
The role of socio-technical principles in leveraging
meaningful benefits from IT investments.
Applied Ergonomics, 45:181-187
Breese 2012
Benefits Realisation Management: Panacea or False
Dawn?
Too many assumptions
Tension and conflict
• Because assumptions don’t hold in the real world
BM ambiguous
and contested
“The more
ambiguous
or uncertain
the benefits,
the more
important it
is to focus
attention on
them…”
Doherty 2014
The role of socio-technical principles in leveraging
meaningful benefits from IT investments.
Relates current Benefits Management thinking to older socio-
technical ideas
Similar aim, but
Socio-technical – get the social right - user-focused
BRM – more managerially focused
Single Case Study
Coombs, C.R. 2014.
When planned IS/IT project benefits are not realized: a
study of inhibitors and facilitators to benefits
realization.
International Journal of Project Management, 33:363-379
Coombs 2014
When planned IS/IT project benefits are not realized: a
study of inhibitors and facilitators to benefits realization.
Often a lack of context to evaluation
Literature review – finds lots of theory but lack of testing
Case Study – enhanced BDN to show facilitators / inhibitors
retrofitted (next slide)
Multiple Case Study
Ashurst, C., Freer, A., Ekdahl, J. and Gibbons, C. 2012.
Exploring IT-enabled innovation: a new paradigm?
International Journal of Information Management, 32:326-
336
Doherty, N.F., Ashurst, C. and Peppard, J. 2012.
Factors affecting the successful realisation of benefits
from systems development projects: findings from
three case studies.
Journal of Information Technology, 27:1-16
Ashurst et al 2012
Exploring IT-enabled innovation: a new paradigm?
10 case studies - all successful IT-enabled projects
Dynamic
Capability
Agile
Crowd
sourcing /
social
technologiesKey practices /
enablers to
innovation
Doherty et al 2012
Factors affecting the successful realisation of benefits
from systems development projects: findings from three
case studies.
3 case studies – all claimed a pro-active benefits approach
BM is an excellent
idea, in theory…… so why isn’t it
working?
Doherty et al 2012 (cont)
BDN being imposed in hope of finding benefits
Detailed planning for realisation of benefits
• Benefits orientation
• Organisational change
• Tailor to context
• Success factors are
interdependent
• Investment lifecycle
• Portfolio focus
Survey (n: 331)
Serra, C.E.M. and Kunc, M. 2015
Benefits Realisation Management and its influence on
project success and on the execution of business
strategies.
International Journal of Project Management, 33:53-66
Serra et al 2015
Benefits Realisation Management and its influence on
project success and on the execution of business
strategies.
How does BRM affect:
project success rate?
organisational value?
Not much
Outcomes adhered to
business case
Having a BM strategy helps,
including the ability to define
success criteria.
Others
Carroll, T. 1997.
A strategy for empowerment: the role of midwives in
computer systems implementation.
Computer Methods and Programs in Biomedicine, 54:101-
113
Dickerson, C., Green, T. and Blass, E. 2014.
Workforce development and effective evaluation of
projects.
British Journal of Nursing, 23(12):685-690
Common themes – part 2
• Reinforcing existing ideas
• Room for more research?
• Is the “problem” (and “solution”) bigger than BRM?
• Emergent benefits? Not just tackling a problem, but
working to achieve a vision.
Have we learned anything?