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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
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Question…
• Right now, what are you hoping you’ll find out from this talk?
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Literature search found…
• A selection from 2012 – 2015 (mostly)
– Started searching Medical / Health literature
– Moved on to Business / Management
• Not a systematic review!
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Types of literature found
Academic literature
Case study/ies
Opinion
Survey
Literature Review
Other…
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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?
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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
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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…”
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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
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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
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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)
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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
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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
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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?
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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
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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
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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.
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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
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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.
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Have we learned anything?