Improving the impact of IT development projects: the benefits realization capability model

Abstract

The return that organizations derive from investments in information systems

Useful business cases: value creation in IS projects

“…The approach recognizes that the benefits of IS typically come from the organizational change that accompanies its introduction, rather than stemming directly from the possession of IS ) -a perspective that evolved from socio-technical approaches to systems design (Doherty, 2014). While potentially highly beneficial to IS management practice, the structured methods for benefits management have very low adoption rates (Ashurst et al, 2008;Hesselmann & Kunal, 2014). Benefits management has strongly practical aspects and requires appropriate organizational capabilities (Ashurst & Hodges, 2010).…”

“…Structure dynamic use (Table 3) exploits the IS business case to strengthen different benefits realization capabilities in planning, delivery, review, and exploitation (Ashurst et al, 2008). The business case may be particularly helpful after the IS investment decision in managing expectations from both the affected organization and IS project.…”

Contextual Factors Influencing Health Information Systems Implementation in Public Sector – Investigating the Explanatory Power of Critical Success Factors

“…Doherty et al [9] examined actionable factors that might lead to effective realization of benefits by studying three organizations. Benefit realization and benefit management is a vast research field [1], [31] which we do not intend to fully explore in this paper. Instead we use the findings from Doherty et al [9] in order to investigate our case from a benefit perspective.…”

“…In this paper 1 , we approach the field of critical success factors (CSF) by analyzing a successful case of IT implementation within the public health sector. We have studied a University Hospital's implementation of an integrated health information system (HIS).…”

Practitioner-based research in Information Systems

“…Vickers advocated "relationship maintaining" as the basis of a richer, more realistic model for organisational decision making than goal seeking (Checkland, 1985). A similar idea is proposed by Ashurst et al (2008) who advocate that benefits of an IS system to the organisation should be more important than technical success:…”