{"product_id":"benefits-management-isbn-9781119993261","title":"Benefits Management","description":"\u003cp\u003eThe second edition of \u003ci\u003eBenefits Management\u003c\/i\u003e 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.\u003c\/p\u003e \u003cp\u003eThe book now also includes:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eInternational survey results that reinforce the importance of the topic, the key management issues and evidence of how the more successful organizations' practices are closely aligned with those described in the book.\u003c\/li\u003e \u003cli\u003eA Benefits Management Maturity diagnostic which enables organizations to understand the reasons for their current investment success levels and then how to increase them.\u003c\/li\u003e \u003cli\u003eDiscussion of the role and contribution Project Management Offices (PMOs): how they can improve the delivery of value IT projects.\u003c\/li\u003e \u003cli\u003eFurther practical advice and guidance on Program and Portfolio Management, including findings from the authors’ recent research in several large organizations.\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eAbout the authors xi\u003c\/p\u003e \u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 The challenges of IS\/IT projects 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDissatisfaction with current approaches to benefits delivery 4\u003c\/p\u003e \u003cp\u003eThe need for a fresh approach: benefits management 8\u003c\/p\u003e \u003cp\u003eBenefits delivery 9\u003c\/p\u003e \u003cp\u003eA focus on value 10\u003c\/p\u003e \u003cp\u003eA business case linked to organizational strategy 11\u003c\/p\u003e \u003cp\u003eThe importance of change management 12\u003c\/p\u003e \u003cp\u003eCommitment from business managers 13\u003c\/p\u003e \u003cp\u003eIS\/IT sufficient to do the job 13\u003c\/p\u003e \u003cp\u003eInvolvement of stakeholders 14\u003c\/p\u003e \u003cp\u003eEducated in the use of technology 15\u003c\/p\u003e \u003cp\u003ePost‑implementation benefits review 16\u003c\/p\u003e \u003cp\u003eThe importance of a common language 17\u003c\/p\u003e \u003cp\u003eSummary 19\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Understanding the strategic context 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe external and internal perspectives of business strategy: the competitive forces and resource-based views 22\u003c\/p\u003e \u003cp\u003eResources, competences and capabilities 23\u003c\/p\u003e \u003cp\u003eEnds, ways and means 26\u003c\/p\u003e \u003cp\u003ePEST analysis 28\u003c\/p\u003e \u003cp\u003eIndustry attractiveness and competitive forces analysis 28\u003c\/p\u003e \u003cp\u003eExternal value chain analysis 34\u003c\/p\u003e \u003cp\u003eInternal value chain analysis 37\u003c\/p\u003e \u003cp\u003eAlternative internal value chain configurations 40\u003c\/p\u003e \u003cp\u003eBalancing the external and internal contexts: the dimensions of competence 44\u003c\/p\u003e \u003cp\u003eLinking business, IS and IT strategies 47\u003c\/p\u003e \u003cp\u003eManaging the portfolio of IS\/IT investments 49\u003c\/p\u003e \u003cp\u003eOrganizational information competences 56\u003c\/p\u003e \u003cp\u003eSummary 59\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 The foundations of benefits management 61\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe gaps in existing methods and the implications 62\u003c\/p\u003e \u003cp\u003eThe origins of the benefits management approach and process 67\u003c\/p\u003e \u003cp\u003eAn overview of the benefits management process 68\u003c\/p\u003e \u003cp\u003eStep 1: Identifying and structuring the benefits 69\u003c\/p\u003e \u003cp\u003eStep 2: Planning benefits realization 73\u003c\/p\u003e \u003cp\u003eStep 3: Executing the benefits plan 75\u003c\/p\u003e \u003cp\u003eStep 4: Reviewing and evaluating the results 78\u003c\/p\u003e \u003cp\u003eStep 5: Establishing the potential for further benefits 79\u003c\/p\u003e \u003cp\u003eWhat is different about this approach? 80\u003c\/p\u003e \u003cp\u003eSummary 83\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Establishing the why, what and how 85\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy: identifying business and organizational drivers 86\u003c\/p\u003e \u003cp\u003eEstablishing investment objectives 91\u003c\/p\u003e \u003cp\u003eLinking the investment objectives to the drivers 93\u003c\/p\u003e \u003cp\u003eWhat: the business benefits 94\u003c\/p\u003e \u003cp\u003eHow: the benefits dependency network 95\u003c\/p\u003e \u003cp\u003eMeasurement and ownership 103\u003c\/p\u003e \u003cp\u003eBenefit and change templates 111\u003c\/p\u003e \u003cp\u003eWorked example: improved control within a food processing organization 111\u003c\/p\u003e \u003cp\u003eSummary 121\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Building the business case 127\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eArguing the value of the project 129\u003c\/p\u003e \u003cp\u003eMaintaining dependency: benefits are the result of changes 132\u003c\/p\u003e \u003cp\u003eA structure for analysing and describing the benefits 133\u003c\/p\u003e \u003cp\u003eQuantifying the benefits: the major challenge 136\u003c\/p\u003e \u003cp\u003eWays of overcoming the quantification problem 137\u003c\/p\u003e \u003cp\u003eFinancial benefits 144\u003c\/p\u003e \u003cp\u003eCost reductions 147\u003c\/p\u003e \u003cp\u003eRevenue increases 148\u003c\/p\u003e \u003cp\u003eProject cost assessment 150\u003c\/p\u003e \u003cp\u003eInvestment appraisal techniques 150\u003c\/p\u003e \u003cp\u003eVariations in benefits and changes across the investment portfolio 152\u003c\/p\u003e \u003cp\u003eRisk assessment 156\u003c\/p\u003e \u003cp\u003eCompleting the business case 161\u003c\/p\u003e \u003cp\u003eSummary business case for the FoodCo project 163\u003c\/p\u003e \u003cp\u003eSummary 166\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Stakeholder and change management 169\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAssessing the feasibility of achieving the benefit 170\u003c\/p\u003e \u003cp\u003eStakeholder analysis and management techniques 173\u003c\/p\u003e \u003cp\u003eFrom analysis to action 178\u003c\/p\u003e \u003cp\u003eCompleting the benefits plan 182\u003c\/p\u003e \u003cp\u003eApproaches to managing change 184\u003c\/p\u003e \u003cp\u003eMatching the management approach and stakeholder behaviours 185\u003c\/p\u003e \u003cp\u003eThe nature of IT-enabled change management: is it different? 186\u003c\/p\u003e \u003cp\u003eAlternative change management strategies 193\u003c\/p\u003e \u003cp\u003eSummary 197\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Implementing a benefits management approach 199\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRationales for introducing benefits management 200\u003c\/p\u003e \u003cp\u003eInitiating and managing a benefits-driven project 204\u003c\/p\u003e \u003cp\u003eThe project sponsor 206\u003c\/p\u003e \u003cp\u003eThe business project manager 207\u003c\/p\u003e \u003cp\u003eThe role of project management offices (PMOs) 209\u003c\/p\u003e \u003cp\u003eThe first workshop 211\u003c\/p\u003e \u003cp\u003eActivities between workshops 212\u003c\/p\u003e \u003cp\u003eThe second workshop 212\u003c\/p\u003e \u003cp\u003eInclusion of the benefits plan in the management of the project 217\u003c\/p\u003e \u003cp\u003eMonitoring the benefits after implementation 223\u003c\/p\u003e \u003cp\u003eFit with other methodologies 224\u003c\/p\u003e \u003cp\u003eOrganizational benefits management maturity 225\u003c\/p\u003e \u003cp\u003eSummary 234\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 The importance of context 235\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFactors to take into account 236\u003c\/p\u003e \u003cp\u003eThe public sector 237\u003c\/p\u003e \u003cp\u003eSmall and medium-sized businesses (SMEs) 241\u003c\/p\u003e \u003cp\u003eMulti-unit businesses: replicated deployments 242\u003c\/p\u003e \u003cp\u003eVariations across the applications portfolio 245\u003c\/p\u003e \u003cp\u003eProblem‑based: key operational and support investments 247\u003c\/p\u003e \u003cp\u003eInnovation‑based: strategic and high potential investments 248\u003c\/p\u003e \u003cp\u003eDifferent application types 252\u003c\/p\u003e \u003cp\u003eE‑commerce and e‑business 252\u003c\/p\u003e \u003cp\u003eInformation management (IM) 253\u003c\/p\u003e \u003cp\u003eCustomer relationship management (CRM) systems 256\u003c\/p\u003e \u003cp\u003eEnterprise resource planning (ERP) systems 259\u003c\/p\u003e \u003cp\u003eInfrastructure investments 263\u003c\/p\u003e \u003cp\u003eNon-IT projects 266\u003c\/p\u003e \u003cp\u003eDifferent IS\/IT supply arrangements 267\u003c\/p\u003e \u003cp\u003eSummary 271\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 From projects to programmes to portfolios 273\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefining programmes 274\u003c\/p\u003e \u003cp\u003ePlanned and emergent programmes 276\u003c\/p\u003e \u003cp\u003eProgramme dependency networks 276\u003c\/p\u003e \u003cp\u003eThe management of programme benefits 282\u003c\/p\u003e \u003cp\u003eManaging the IS\/IT project investment portfolio 284\u003c\/p\u003e \u003cp\u003eGovernance and portfolio management 285\u003c\/p\u003e \u003cp\u003eSetting priorities 287\u003c\/p\u003e \u003cp\u003eLinks to drivers 290\u003c\/p\u003e \u003cp\u003eBenefits management lite 293\u003c\/p\u003e \u003cp\u003eProject portfolio management in practice 295\u003c\/p\u003e \u003cp\u003eSummary 295\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Creating a better future 299\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe continuing challenge of IS\/IT projects 300\u003c\/p\u003e \u003cp\u003eCharacteristics of the benefits management approach 300\u003c\/p\u003e \u003cp\u003eThe value of the process 301\u003c\/p\u003e \u003cp\u003eUsing benefits management to formulate and implement strategy 303\u003c\/p\u003e \u003cp\u003eIncorporating benefits management into strategic thinking 308\u003c\/p\u003e \u003cp\u003eExamples of benefits-driven strategies 311\u003c\/p\u003e \u003cp\u003eFuture trends in IS\/IT and their implications for benefits management 312\u003c\/p\u003e \u003cp\u003eA final word or two 323\u003c\/p\u003e \u003cp\u003eGlossary 325\u003c\/p\u003e \u003cp\u003eReferences 329\u003c\/p\u003e \u003cp\u003eIndex 337\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eJohn Ward\u003c\/b\u003e is Emeritus Professor at Cranfield University, School of Management. He was previously Professor of Strategic Information Systems and Director of the Information Systems Research Centre. Prior to joining Cranfield, he worked in industry for 15 years and continues to be a consultant to a number of major organizations. As well as publishing many papers and articles, he is co-author of the book Strategic Planning for Information Systems. He is a Fellow of the Chartered Institute of Management Accountants and has served two terms as President of the UK Academy for Information Systems. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eElizabeth Daniel\u003c\/b\u003e is Professor of Information Management and Associate Dean of Research and Scholarship at the Open University Business School (OUBS). Prior to joining OUBS in 2005, she worked in the IS Research Centre at Cranfield School of Management. Elizabeth's research has addressed a number of areas including benefits management and IS in marketing and supply chains. Recent work has included studies of home-based online businesses and the uses of consumer and employee data. She has published many papers in leading academic journals and a number of management reports.  \u003c\/p\u003e\u003cp\u003eThis edition of the book also includes:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eEvidence from international surveys of how successful organizations' practices are closely aligned with those described in the book.\u003c\/li\u003e \u003cli\u003eA maturity model which helps organizations to identify how to increase the success rate of their IT projects.\u003c\/li\u003e \u003cli\u003eThe role and contribution of Project Management Offices (PMOs) in the delivery of value from IT projects.\u003c\/li\u003e \u003cli\u003ePractical advice and guidance on Program and Portfolio Management, based on the authors' recent research.\u003c\/li\u003e \u003c\/ul\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47988802715877,"sku":"NP9781119993261","price":73.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119993261.jpg?v=1761781647","url":"https:\/\/k12savings.com\/products\/benefits-management-isbn-9781119993261","provider":"K12savings","version":"1.0","type":"link"}