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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010100689 | HD30.2 W374 2006 | Open Access Book | Book | Searching... |
Searching... | 30000003591900 | HD30.2 W374 2006 | Open Access Book | Book | Searching... |
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Summary
Summary
This book considers the topic of achieving value from IT from both theoretical and practical perspectives. It is based on extensive research which produced a comprehensive understanding and analysis of the issues involved and innovative new approaches that addressed those issues plus considerable practical application, in a wide range of organisations of the ideas, processes, tools and techniques that were developed. The book describes how IS/IT investments can be aligned accurately with organisational strategy and how the approach and 'tool-kit' can be used by business managers and IS/IT specialists to identify the benefits available from different types of investments in a variety of organisational contexts. It describes how business cases can be developed that enable the benefits to be planned for and then realised through techniques and processes that overcome the organisational barriers that often prevent successful implementation. It also considers the strengths and limitations of existing methods, and shows how the approach can be integrated with best practice in the areas of project and change programme management. The book concludes by explaining how the key concepts in the approach have been extended and adapted to improve strategy development and decision making as well as an organisation's ability to implement its strategy successfully.
Author Notes
John Ward is Professor of Strategic Information Systems and Director of the Information Systems Research Centre at Cranfield School of Management. Prior to joining Cranfield, he worked in industry for 15 years and he currently acts as 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 , now in its 3rd edition. He has served two terms as President of the UK Academy for Information Systems and has been a member of its board since 1994.
Elizabeth Daniel is Professor of Information Management at the Open University Business School. Prior to joining OUBS in 2005, Elizabeth worked in the IS Research Centre at Cranfield School of Management where she researched and taught in the fields of e-business and IS strategies and benefits management. She has a particular interest in IOS and IS in marketing and supply chains. She has published many papers in leading academic journals and a number of management reports. Elizabeth has a first degree and PhD in Physics and an MBA from London Business School. She has spent over 10 years in industry, starting her career as a medical engineer and subsequently working as a strategy management consultant.
Table of Contents
| About the Authors |
| Series Preface |
| Preface |
| Acknowledgements |
| 1 The Challenge of IS/IT Investments |
| The Development of IS/IT within Organizations |
| The New Economy |
| Productivity Gains from IS/IT |
| The Generic Benefits of IT |
| Tangible and Intangible Benefits |
| Emergent Benefits |
| The Disbenefits of IS/IT |
| Net Benefits: The Measure of IS Success |
| Current Investment Appraisal Approaches |
| The Need for a Fresh Approach: Benefits Management |
| The Importance of a Common Language: Information Systems and Information Technology |
| Summary |
| 2 Understanding the Strategic Context |
| The Competitive Forces and Resource-Based Views of Strategy |
| Ends, Ways, Means |
| PEST Analysis |
| Industry Attractiveness and Competitive Forces Analysis |
| External Value Chain Analysis |
| Internal Value Chain Analysis |
| Balancing the External and Internal Contexts: The Dimensions of Competence |
| Linking Business, IS and IT Strategies |
| Balancing the Portfolio of Investments: The Applications Portfolio |
| Organizational Information Competences |
| The Challenge of Implementation |
| Summary |
| 3 The Foundations of Benefits Management |
| The Need for Another Process for Managing IS/IT Investments? |
| The Origins of the Benefits Management Approach and Process |
| An Overview of the Benefits Management Process |
| Identifying and Structuring the Benefits |
| Planning Benefits Realization |
| Executing the Benefits Plan |
| Reviewing and Evaluating the Results |
| Establishing the Potential for Further Benefits |
| What is Different about this Approach? |
| Summary |
| 4 Establishing the Why, What and How |
| Why: Identifying Business and Organizational Drivers |
| Strategic Drivers, Dimensions of Competence and the Nature of Change |
| Establishing Investment Objectives |
| Linking the Investment Objectives to Drivers |
| What: The Business Benefits |
| How: The Benefits Dependency Network |
| Measurement and Ownership |
| The Nature of Benefit and Change Ownership |
| Benefit and Change Templates |
| Worked Example: Improved Control within a Food-Processing Organization |
| Summary |
| 5 Building the Business Case |
| Arguing the Value of the Investment |
| A Structure for Analysing and Describing the Benefits |
| Observable Benefits |
| Measurable Benefits |
| Quantifying the Benefits: The Major Challenge |
| Financial Benefits |
| Cost Reductions |
| Revenue Increases |
| Project Cost Assessment |
| Variations in Benefits and Changes across the Application Portfolio |
| Risk Assessment |
| Completing the Business Case |
| Summary |
| 6 Stakeholder and Change Management |
| Assessing the Feasibility of Achieving the Benefits: Stakeholder Analysis |
| Stakeholder Analysis Techniques |
| From Analysis to Action |
| Completing the Benefits Plan |
| Approaches to Managing Change |
| Matching the Management Approach and Stakeholder Behaviours |
| The Nature of IT-Enabled Change Management: Is it Different? |
| Alternative Change Management Strategies |
| Summary |
| 7 Implementing a Benefits Management Approach |
| Rationales for Introducing Benefits Management |
| Initiating and Managing a Benefits-Driven Investment |
| The Project Sponsor |
| The Business Project Manager |
| The First Workshop |
| The Second Workshop |
| Inclusion of the Benefits Plan in the Management of the Project |
| Evaluating the Results and Establishing Potential for Further Benefits |
| Monitoring the Benefits after Implementation |
| Fit with other Methodologies |
| Summary |
| 8 The Importance of Context |
| Factors to Take into Account |
| The Public Sector |
| Small Businesses |
| Multiunit Businesses: Replicated Deployments |
| Variations across the Applications Portfolio |
| Different Application Types |
| Information Management |
| Customer Relationship Management |
