The impact of project management (PM) and benefits management (BM) practices on project success: Towards developing a project benefits governance framework

Useful business cases: value creation in IS projects

“…A survey of IS professionals on the importance of respectively project management and benefits management suggests that assigning the responsibility for obtaining benefits is the most critical factor in project investment success, while the business case is the least (Badewi, 2016). However, this study emphasizes the need for research to determine the critical items in project benefits governance contracts (business case, benefits profile, and project charter) to realize the project benefits effectively and efficiently.…”

“…Benefits management has received particular interest in project management research (Badewi, 2016;Chih & Zwikael, 2015;Coombs, 2015;Marnewick, 2016;Serra & Kunc, 2015). A survey of IS professionals on the importance of respectively project management and benefits management suggests that assigning the responsibility for obtaining benefits is the most critical factor in project investment success, while the business case is the least (Badewi, 2016).…”

“…Linking benefits to both IS and business changes is highly relevant in addressing the difficulties of change in public sector organizations (Fernandez & Rainey, 2006;Reinwald & Kraemmergaard, 2012). Finally, the ownership of benefits and business change corresponds well with the frequently divided authority over IS decisions (Chircu & Lee, 2005), the large number of influential stakeholders in public sector organizations (Bannister, 2002) and research on successful benefits management practice for IS projects (Badewi, 2016).…”

ERP benefits capability framework: orchestration theory perspective

“…Although the Benefits Management approach was widely believed to be critical for realising success (Ward, Daniel 2006, Ward, Taylor & Bond 1996, Baccarini, Bateup 2008, some writers argue against this (Breese 2012, Haddara, Paivarinta 2011 and empirical research led to disappointing findings compared to those of the project management approach (Badewi 2016, Badewi 2014, Badewi, Shehab 2016. However, combining benefits management practices with project management practices in a single project benefits governance framework enhances the value of IT investments more significantly than project management frameworks alone do (Badewi 2015).…”

“…Moreover, studying the connection between project management and benefits management can lead to new and fruitful ways of overcoming the current failing rates of IT investments. According to Badewi (2016), the main connection point between project management and benefits management is the "blueprint", or future snapshot of what an organization will look like after implementation, including the processes, information, culture and attitudes toward the IT artefact. This blueprint (the To-Be state) aims at delivering the kind of organizational capability at the end of the day that realises the benefits (Ward, Daniel 2006, Axelos 2011, Serra, Kunc 2015.…”