Benefits Identification, Assessment, Validation and Realisation for Information Technology Projects

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Benefits Identification, Assessment, Validation and Realisation for Information Technology Projects

Benefits Identification, Assessment, Validation and Realisation for Information Technology Projects

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  • 1. Benefits Identification, Assessment, Validation and Realisation for Information Technology Projects Alan McSweeney
  • 2. Objectives • Discuss approaches to understanding, evaluating and achieving benefits identification, assessment, validation and realisation • Define approach to achieving benefits identification, assessment, validation and realisation maturity • Implementing a benefits identification, assessment, validation and realisation framework July 1, 2010 2
  • 3. IT and Benefits Realisation and Business Value • Most organisations focus on the implementation of technology associated with information technology investments and not on the realisation of expected business benefits and value • IT is commonly seen as failing to deliver value for money • Benefits are not being achieved despite a project being considered a technical success • One source of this failure to realise benefits and value is the use of approaches and methods that focus on improving the supply-side of IT delivery • There is a need to engage business managers in such a way as to enables them to apply their collective knowledge to creating business benefits and value from IT-facilitated changes • Realising and assessing business benefits from IT-enabled investments involves more than simply assessing Total Cost of Ownership for IT-related projects and managing the IT budget July 1, 2010 3
  • 4. Disconnect Between IT Investments and Business Value and Benefits • 62% of organisations say they find it difficult to calculate ROI for IT investments • 45% of organisations say their business value metrics do not accurately capture the value of IT investments • 52% of organisations say that business executives are sceptical of efforts to measure business value of IT • Only 41% of organisations perform an ROI assessment for IT budget • Poor picture of IT investments and disconnect between expenditure and business benefits July 1, 2010 4
  • 5. Ensuring Strategic Project Alignment to Projects Business Strategy Business Vision and Link Projects to Goal Business IT Strategy and Benefits and Delivery Business Value Strategy Business Plan Managing the IT Managing IT Budget Like a Business Closing the Loop Between Cost and Demonstrate Value Achievement of Managing Business Benefits and and Business Value Delivering IT Capability Managing IT for Realising and Assessing Value July 1, 2010 5
  • 6. Benefits Management • Benefits management is the process of organising and managing so that the potential and identified benefits arising from the use of IT are actually achieved • Need a comprehensive framework to embed business benefit and business value achievement • Need to ensure maturity of business value and benefit identification, assessment, validation and realisation practices and structures July 1, 2010 6
  • 7. Benefits of a Structured Approach to Benefits Identification, Assessment, Validation and Realisation • Enables organisations to clearly and consistently articulate IT’s contribution to achievement of business objectives • Increases confidence in IT’s ability to forecast and achieve business value from IT investments through consistent and objective benefits processes including tracking and control • Addresses management culture required to make decisions, take corrective actions and communicate results to increase management confidence in IT’s ability to deliver July 1, 2010 7
  • 8. Realising Benefits from IT Investments • Fundamental principles of realising benefits from IT investments − Just having information technology does not automatically generate any business benefits or create business value − IT projects can generate negative outcomes that must be actively avoided and IT must work to ensure that positive outcomes are converted to deliver real business benefits and value − Benefits and value are not the automatic outcomes of IT projects and must be actively managed for throughout the life of the solution − Benefits arise when IT enables people to perform their work more efficiently or effectively or do new work or enable new ways of working − Only business managers and users can generate business benefits by making changes so the business must accept this responsibility and become involved in projects with an IT components • These principles must underlie benefits a benefits identification, assessment, validation and realisation framework July 1, 2010 8
  • 9. Benefits Identification, Assessment, Validation and Realisation Framework Identify Assess Potential Identified Benefits and Benefits and Associated Associated Value Value Ensure Realisation Validate Benefits and Benefits and Associated Associated Value Value July 1, 2010 9
  • 10. Effective Benefits Identification, Assessment, Validation and Realisation Within the IT Function Structures, IT Leadership and processes and ability Total Cost of Budget to make decisions to Benefits from IT Governance Ownership projects are Management review and adjust benefits realisation important to budget plans Definition of creation and organisation’s strategic management objectives as basis for IT demand Ability to Definition of Benefits evaluate organisation’s Identification, benefits of strategic Funding and Strategic Planning objectives as Assessment, opportunities Financing Validation and is important to basis for IT decisions on IT demand Realisation funding Practices to support the organisation in assessing and monitoring the risk Capabilities to throughout the IT function develop and Making effective update benefits portfolio planning Programmme and realisation plan and prioritisation Portfolio Planning Project for programmes Risk Management decisions requires and Prioritisation Management benefits valuation and Management and projects July 1, 2010 10
  • 11. Achieving Benefits • To increase the likelihood of success from IT investments, organisations must identify the different causes of benefits before developing any project implementation plan • Types of IT projects with very different approaches to benefits management − Fixing or improving something that exists • Resolve problem • Improve integration − Implementing a new initiative • New system • New processes • Need to focus on the changes needed to achieve results and take full advantage of new facilities offered rather than on IT features • Effective change management is crucial to achieving benefits July 1, 2010 11
  • 12. Achieving Benefits – Some Questions to Ask • Why is there a need to improve? • What improvements are needed? What improvements are possible or achievable? Have the improvements been agreed by all stakeholders? • What benefits will be realised by each stakeholder if the business objectives are achieved? How can each benefit be measured? • Who owns each of the benefits and will be accountable for its delivery? • What business changes are needed to achieve each benefit? Have the explicit links between each benefits and required business changes been identified? • Who will be responsible for ensuring the business changes are made successfully? • How and when can the changes be made? Who will make the changes? Does the business have the ability and capacity to make the changes? July 1, 2010 12
  • 13. Benefits Dependency Network • Benefits Dependency Network (BDN) is an approach to linking: − Information Technology Enablers, Changes and New Capabilities – enabling technologies and functions and facilities needed to support the realisation of the identified benefits and to allow the necessary changes to be undertaken − Business Changes – business activities and new ways of working that are required to ensure that the desired benefits are realised − Enabling Changes - prerequisites for achieving the business changes or that are essential to bring the new system into effective operation − Business Objectives - high level priorities in relation to the drivers, outcomes and improvements to be delivered on completion of the project − Business Benefits - outcomes of a change that are deemed to be positive by a stakeholder and that are valuable to the organisation and are measureable − Stakeholders - individuals or groups who will benefit from the project and are either affected by or directly involved in making the changes needed to realise the benefits July 1, 2010 13
  • 14. Types of Changes • Business Changes - Permanent changes to working practices, processes, procedures, interactions and relationships that will cause the benefits to be delivered − Generally need new IT system to be in place − May require enabling changes to be implemented • Enabling Changes - Typically one-time changes that are pre-requisites for making the business changes or are necessary to bring the new system into effective operation − Can be made in advance of system implementation − Training − Processes redesign − New work practices − Changes to job roles and responsibilities July 1, 2010 14
  • 15. Benefits Dependency Network Provide for Require Allow Enable Delivery of Information Technology Enablers, Enabling Business Business Business Changes and Changes Changes Benefits Objectives New Capabilities • BDN provides a framework for explicitly linking the overall investment objectives and the requisite benefits with the business changes which are necessary to deliver those benefits and the essential IT functionality to both drive and enable these changes to be made. • BDN forms part of the benefits realisation plan • Helps keep the focus on benefits realisation during the program execution • Allows variations of the project or program to be assessed for their impact on benefits realisation July 1, 2010 15
  • 16. Benefits Dependency Network Means to Ways to Achieve Changes Results of Changes Achieve Changes Information Technology Enablers, Enabling Business Business Business Changes and Changes Changes Benefits Objectives New Capabilities July 1, 2010 16
  • 17. Benefits Dependency Network Understand Why the Business Will Use the Information Technology System What What the Why the What Users What Information Business Business Do With Information Technology Gains From Uses The Information Technology Capabilities Information Information Technology Capabilities and Features Technology Technology Capabilities Achieve Offer Capabilities Capabilities Understand What Information Technology System is Needed to Deliver on Requirements What What the Information What the What the What the Business Technology Business Has Business Business Needs to Capabilities to Do Needs To See Wants Provide Are Required July 1, 2010 17
  • 18. Benefits Dependency Network • Shows the link from the solution, through business activities, outcomes and benefits to the organisation's overall drivers • Used to confirm that the solution being introduced will actually provide the results you are seeking • Any function within the proposed solution that is not linked to a benefit is potentially of doubtful value • Functions with many link or links to key benefits can be identified and given extra attention • BDN is a complex approach that requires benefit identification, assessment, validation and realisation maturity within the organisation • Imposes a rigour on the organisation in analysing benefits from projects July 1, 2010 18
  • 19. Constructing a Benefits Dependency Network • Create registers for: − Business Objectives − Business Changes − Business Benefits − Information Technology Capabilities − Enabling Changes − Stakeholders • Define, validate and create linkages July 1, 2010 19
  • 20. Constructing a Benefits Dependency Network IT Business Enabling Business Business Capability Objective Change 1 Change 1 Benefit 1 1 1 IT Business Enabling Business Business Capability Objective Change 2 Change 2 Benefit 2 2 2 IT Business Enabling Business Business Capability Objective Change 3 Change 3 Benefit 3 3 3 IT Business Enabling Business Business Capability Objective Change 4 Change 4 Benefit 4 4 4 IT Business Enabling Business Business Capability Objective Change 5 Change 5 Benefit 5 5 5 July 1, 2010 20
  • 21. Key Building Blocks of Benefits Identification, Assessment, Validation and Realisation Framework Establishing a common language for business value and benefits between IT and the business Using objective, consistent and accepted benefits and value Benefits Planning evaluation methods Enabling better investment decisions through robust business cases and comparable data across programmes and projects Tracking benefits between baseline / forecast and post-deployment to ensure that benefits are delivered proves the value IT investments deliver to the bottom line Benefits Process Adopting objective and reliable value measurement methods and validated data to ensure consistent reporting across all investments to demonstrate that IT can enable the delivery of business value Embedding benefits management and realisation processes in wider management and decision-making processes Benefits Culture Engaging with stakeholders to improve management confidence in the ability of IT enables investments to deliver measurable business value July 1, 2010 21
  • 22. Structure of a Comprehensive Benefits Identification, Assessment, Validation and Realisation Framework and Associated Organisational Skills Benefits Identification, Assessment, Validation and Realisation Framework Benefits Planning Benefits Process Benefits Culture Establishing a Business Establishing a Benefits Implementing and Using Value Language Forecasting Capability Standard Benefits Process Creating Benefits Establishing a Benefits Using Business Value Data Templates and Guidance Realisation Capability in Decision Making Business Value Tracking and Reporting July 1, 2010 22
  • 23. Benefits Identification, Assessment, Validation and Realisation Organisational Skills Establishing a Business Value Adopting a business benefits metrics as common language of describing business value between business and IT to consistently capture business benefit Language is important for alignment of objectives Creating and then using standard templates to ensure consistent and objective Creating Benefits Templates and benefits evaluation and measurement is important to allow comparison of Guidance investments in prioritisation decisions and organisation-wide consistent value reporting Establishing a Benefits Forecasting Establishing a capability to support benefits forecasts with reliable business value data including a capacity for calculation of intangibles and benefit risks is Capability important in the benefits planning process Establishing a Benefits Realisation Establishing a capability to identify benefits dependencies and assign clear accountabilities for value realisation, measurement and reporting is important Capability in the benefits planning process Business Value Tracking and Establishing a capability to measure benefits over lifecycle of investment, review results and adjust if required within dynamic of business environment is Reporting important in the benefits planning process Implementing and Using Standard Implementing and embedding the use of a standard benefits realisation process and uses benefits realisation data in other processes, e.g. budgeting and Benefits Process portfolio management is important for achieving a sustainable benefits culture Using Business Value Data in Ensuring the use of business value results in investment decision making and ensuring investment decisions are based on solid business cases is important for Decision Making achieving a sustainable benefits culture July 1, 2010 23
  • 24. What Does Benefits Identification, Assessment, Validation and Realisation Maturity Look Like? • Using consistent set of business benefit metrics and templates to both develop effective business cases that can be compared for risk/value/cost decision making • Creating and using a common value language, metrics and guidance for business case and realisation plan development and execution • Be able to create and execute benefit realisation plans, from which delivered value can be tracked, measured and reported on • Implementing benefits identification, assessment, validation and realisation across the organisation • Leveraging performance results and reporting feedback to maintain consistency, reduce risk and drive overall realised business value • Provide a business value function that can help drive best practice, readiness and consolidate and report both business and benefit realisation maturity investment results, to help embed benefit realisation as part of normal business operations July 1, 2010 24
  • 25. Benefits Management Maturity Levels 5 Optimising 4 Advanced 3 Intermediate Increasing Business Value 2 Basic 1 Ad Hoc July 1, 2010 25
  • 26. What Does Benefits Identification, Assessment, Validation and Realisation Maturity Levels Level 1 Level 2 Level 3 Level 4 Level 5 Business value vocabulary and Isolated and sparse Business value Business value language Business value language pro-actively Establishing a Business use of business value language agree but in linked to business unit language are aligned enhanced to maintain Value Language language limited use goals to enterprise goals alignment to extended Benefits strategic objectives. Planning Business case Business case Templates pro-actively Creating Benefits Ad hoc use of business templates are aligned No templates or templates/ guidance enhanced to maintain Templates and Guidance case templates/ to enterprise goals and guidance in use used in IT and business alignment to extended guidance are now mandatory for units enterprise strategic objectives# enterprise investments Organisation ensures Benefits management No benefits Linking IT to business IT and business Establishing a Benefits formal benefits training used and adopted across forecasting capability benefits is limited alignment is reinforced Forecasting Capability and use of value the extended enterprise with formal training assessment, No consistent Organisation ensures Business cases and Limited informal IT and business Benefits Establishing a Benefits encouragement for formal benefits training stakeholders optimise value training and isolated alignment is reinforced value focus nor and tracking and from investments and Process Realisation Capability training provided adoption with formal training reporting of realised experience from investment value reviews Basic business cases Investment decisions are Defined business value Business cases and Business Value Tracking with no real value functionally driven to guidance, templates and investment reviews Very high confidence in and Reporting secure budgets support decision- benefits process and results tracking or reporting processes making and delivery of from senior management stakeholder benefits Few consistent Templates used for measures available investment Organisation has an Defined processes Defined processes with Implementing and Using clear ability to adapt and for investment value assessment with improving capability in across business and IT Standard Benefits Process extend assessment or quality inconsistent benefits planning domains Benefits checks application Business value Culture Limited tracking of validated by Business value claims Using Business Value Data Limited benefits from benefits and project stakeholders with are consistently Collaboration with in Decision Making benefits realisation reporting and investments, assessed validated and extended enterprise assessment communications on financial and non forecasting allowing July 1, 2010 financial performance ease of comparison 26
  • 27. Improving Benefits Identification, Assessment, Validation and Realisation Maturity What to Do Set up standard business Set up system to analyse Implement control system realisation plan and simulate business value to constantly measure Set up common business effects of it projects business benefits over benefit metrics Create alignment process project lifetime for business realisation plan Install process to Set up standard business with all stakeholders and continuously review and Define project adjustment case template and business objectives update bar process process consistent benefits valuation process Measure business benefits Exploit benefits realisation Implement IT business metrics pre- and post- data to improve other IT value reporting system implementation capabilities 1 Ad Hoc 2 Basic 3 Intermediate 4 Advanced 5 Optimising Allows proactive Allows adjustments of IT adjustment of IT Ensures accountability for investments with changing investments based on Allows alignment of business benefits realisation business or IT situation business needs or new business and it objectives on IT and business capabilities available with performance criteria stakeholders Increases overall confidence in business benefits Allows detection of Enables like-for-like Demonstrates business measurement business benefits comparison of competing benefits delivered and investment decisions enabled from IT Allows reliable reporting of Creates basis for business investments IT’s business value value indicated contribution to the business improvements of other processes What Are the Benefits July 1, 2010 27
  • 28. Types of Project • Fixing or improving something that exists − Resolve problem − Remove constraint − Improve integration • Implementing a new initiative − New system − New processes • Each types of IT projects has a different approach to benefits management July 1, 2010 28
  • 29. Project – Fix an Existing Problem Identify the combinations of IT facilities, 2 business changes and enabling that can Define the improvement targets contribute to achieving each of the and potential business benefits benefits 1 Means to Ways to Achieve Changes Results of Changes Achieve Changes 2 1 Information Technology Enablers, Enabling Business Business Business Changes and Changes Changes Benefits Objectives New Capabilities 3 Design and agree on solution that combines the 3 most cost effective and low risk mix of IT and business changes to achieve the key benefits July 1, 2010 29
  • 30. Project – Implement a New Solution Define IT solution 3 that enable the Describe the new ways of changes 2 working and the benefits 1 Create an overall vision these will deliver for the new solution Means to Ways to Achieve Changes Results of Changes Achieve 3 2 1 Changes Information Technology Enablers, Enabling Business Business Business Changes and Changes Changes Benefits Objectives New Capabilities 4 Assess the feasibility of making each of the changes and of achieving each of the benefits July 1, 2010 30
  • 31. Business Case and Benefits Management • An appropriate business case is needed to support a decision to make an investment in a project, programme or change • Preparing the business case so it can be presented for agreement requires a clear understanding of the proposition in terms of scope, objectives, options, implementation and investment and return • Purpose of a business case is to capture the reason and justification for initiating a project • Business cases should be appropriate to the size and scope of the project as well as the needs of the organisation • Key elements of any business case should be the background of the project, the expected business benefits, the options considered (with reasons for rejecting or carrying forward each option, including the option of doing nothing with the costs and risks of inactivity), the expected costs of the project, the tangible savings, a gap analysis and the assumptions and expected risks • Business case represents the apex of an analysis, design and planning exercise July 1, 2010 31
  • 32. Business Case Generation Process • Confirm scope and requirements outputs and scheduled Solution • Identify, analyse and document business, Implementation functional, technical and implementation Options and requirements and analyse existing Selection processes and systems impacted by the Scope Definition and proposed investment Agreement • Design a logical solution to meet the defined and agreed requirements Implementation Plan Roadmap • Analyse the options for implementing the solution – package acquisition and Requirements customisation, existing system upgrade, Analysis, Definition system development and Agreement • Create a realistic plan to implement the Financial Analysis solution, incorporating resource requirements and constraints and includes risk, assumptions and dependencies Solution Architecture • Quantified the full costs to implement and Specification and operate the solution and identify the Design tangible savings Business Case July 1, 2010 32
  • 33. Elements of Business Case Business need and its contribution to the organisation's business strategy Strategic Fit Key benefits to be realised Critical success factors and how they will be measured Cost/benefit analysis of realistic options for meeting the business need Options Evaluation and Statement of possible soft benefits that cannot be quantified in financial terms Identification Identify preferred option and any trade-offs Proposed sourcing option with reasons Procurement and Key features of proposed commercial arrangements Implementation Procurement approach/strategy with supporting details Statement of available funding and details of projected whole-life cost of project Whole-Life Costs (acquisition and operation), including all relevant costs Expected financial benefits Plan for achieving the desired outcome with key milestones and dependencies Contingency plans Plan for Achievement Risks identified and mitigation plan External supplier plans Resources, skills and experience required July 1, 2010 33
  • 34. Implementing Benefits Identification, Assessment, Validation and Realisation • Key requirements − Ability to get lifetime costs right − Ability to define benefits correctly and effectively − Ability to manage the benefits management process − Ability to increase and sustain benefits management maturity • Use existing methodologies and frameworks to implement key requirements quickly − ITIM − Benefits Dependency Network − ValIT − Organisational change and commitment • Create customised integrated approach to suit the needs of your organisation • Adapt and simplify as required – take the best and most suitable elements July 1, 2010 34
  • 35. Ability to Get Lifetime Costs Right • Key requirement – no point in having effective benefits management framework if project costs are not accurate and realistic • Use ITIM methodology – strong focus on cost management July 1, 2010 35
  • 36. Characteristics of Credible Cost Estimates • Clear identification of requirements of the ultimate deliverable • Broad participation in preparing estimates • Availability of valid data for performing estimates – historical, experience, benchmarks • Standardised and comprehensive estimate structure that includes all possible sources of cost • Provision for uncertainties – include known costs explicitly and allow for unknown costs • Recognition of inflation • Recognition of excluded costs • Independent review of estimates for completeness and realism • Revision of estimates for significant changes in requirements July 1, 2010 36
  • 37. Challenges of Developing Good Cost Estimates • Requires detailed, stable, agreed requirements • Agreed assumptions • Access to detailed documentation and historical data for comparison • Trained and experienced analysts • Risk and uncertainty analysis • Identification of a range of confidence levels • Adequate contingency and management reserves July 1, 2010 37
  • 38. Reasons for Good and Bad Cost Estimates Ineffe and U ctive Risk Effect ncer i ve Unce Risk and Unfa Analy tainty r ta Techn miliar s is Ident ificat Analy inty First- ology or s is Rang ion of a Time Use Probl em Confi e of De Acces s Getting dence Level Docu tailed s to D m ata Unre s and H entation Unre Proje asonable Adeq ua istor Train Unre alistic or ct Bas Conti ngen te Data ical e Exper d and liable Data Unre elin e Mana cy an ien geme d Detai led, S Analy ced Assumalistic Reser nt sts No o ption ves Agree table, Comp r Limited s Overo Requ d ariso ptimi ireme Agr Avail n Data sm n ts Assum eed able New ption Pr ocess s e s Untra Proje Inexp ined and ct Ins er ie t abilit y Comp Analy nced le sts or Te x Project chnol Unre ogy alistic Savin Project gs • Lost of reasons for and causes of inaccurate cost estimates July 1, 2010 38
  • 39. Sources of Risk and Uncertainty in Estimating Costs • Lack of understanding of the project requirements • Shortcomings of human language and differing interpretations of meaning of project • Behaviour of parties involved in the cost estimation process • Haste • Deception • Poor cost estimating and pricing practices July 1, 2010 39
  • 40. Ability to Define Benefits Correctly and Effectively • Use an approach such as Benefits Dependency Network July 1, 2010 40
  • 41. Ability to Manage the Benefits Management Process • Use elements of ValIT framework − IT-enabled investments are managed as a portfolio − IT-enabled investments include the full scope of activities that are needed to achieve business value − IT-enabled investments will be managed through their full life cycle − Value delivery practices recognises that there are different categories of investments that will be evaluated and managed differently − Value delivery practices define and monitor key metrics to enable quick response to any changes or deviations − Value delivery practices engage all stakeholders and assign appropriate accountability for the delivery of capabilities and the realisation of business benefits − Value delivery practices are continually monitored, evaluated and improved July 1, 2010 41
  • 42. Val IT Processes and Management Practices Framework ValIT VG – Value Governance PM – Portfolio Management IM – Investment Management VG1 - Ensure Informed and Committed PM1 - Maintain Human Resource IM1 - Develop a High-Level Definition of Leadership Inventory Investment Opportunity IM2 - Develop Initial Programme VG2 - Define and Implement Processes PM2 - Identify Resource Requirements Concept Business Case IM3 - Develop Clear Understanding of VG3 - Define Roles and Responsibilities PM3 - Perform Gap Analysis Candidate Programmes VG4 - Ensure Appropriate and Accepted PM4 - Develop Resourcing Plan IM4 - Perform Alternatives Analysis Accountability PM5 - Monitor Resource Requirements VG5 - Define Information Requirements IM5 - Develop Programme Plan and Utilisation VG6 - Establish Reporting Requirements PM6 - Establish Investment Threshold IM6 - Develop Benefits Realisation Plan VG7 - Establish Organisational PM7 - Evaluate Initial Programme IM7 - Identify Full Lifecycle Costs and Structures Concept Business Case Benefits PM8 - Evaluate and Assign Relative IM8 - Develop Detailed Programme VG8 - Establish Strategic Direction Score to Programme Business Case Business Case IM9 - Assign Clear Accountability and VG9 - Define Investment Categories PM9 - Create Overall Portfolio View Ownership PM10 - Make and Communicate IM10 - Initiate, Plan and Launch the VG10 - Determine Target Portfolio Mix Investment Decision Programme VG11 - Define Evaluation Criteria by PM11 - Stagegate (and Fund) Selected IM11 - Manage Programme Category Programmes PM12 - Optimise Portfolio Performance IM12 – Manage and track Benefits PM13 - Reprioritise Portfolio IM13 - Update Business Case PM14 - Monitor and Report on Portfolio IM14 - Monitor and Report on Performance Programme Performance IM15 - Retire Programme July 1, 2010 42
  • 43. Summary • IT is commonly seen as failing to deliver value for money • Benefits and value must be actively managed for • Realising and assessing business benefits from IT-enabled investments involves more than simply assessing Total Cost of Ownership for IT-related projects and managing the IT budget • Key requirements − Ability to get lifetime costs right − Ability to define benefits correctly and effectively − Ability to manage the benefits management process − Ability to increase and sustain benefits management maturity • Use existing methodologies and frameworks to implement key requirements quickly − ITIM − Benefits Dependency Network − ValIT − Organisational change and commitment • Effective benefits management enables organisations to clearly and consistently articulate IT’s contribution to achievement of business objectives July 1, 2010 43
  • 44. More Information Alan McSweeney alan@alanmcsweeney.com July 1, 2010 44