Benefit realisation lifecycle management in IT-related business projects
| dc.contributor.author | Wattrus, Allan | |
| dc.date.accessioned | 2010-06-02T07:16:28Z | |
| dc.date.available | 2010-06-02T07:16:28Z | |
| dc.date.issued | 2010-06-02T07:16:28Z | |
| dc.description.abstract | IT enabled business projects are perceived to under-deliver, with between 20% and 35% meeting business expectations.[4] Despite improving IT and Project Management practices over the last 15 years, corresponding improvements in business benefits have not materialised. Research suggests that 21% of expenditure in IT is wasted[35] and based on 2008 BMI data this equates to R 12.0 billion in South Africa[11]. 96% of CEO’s blame this non-performance on their CIO[33]. This research found that most organisations cannot identify the person accountable for benefit realisation and a Benefit Realisation Plan is a rarity. Little literature relating to benefit realisation exists. This research defines a lifecycle for Benefit Realisation and Optimisation. It identifies critical practices that support benefit realisation and defines a skeletal process for managing the lifecycle. Improving ROI by up to ten times[46], significantly reducing business risk, enhanced governance and better resource utilisation are some “benefits” of managing the Benefit Realisation Lifecycle | en_US |
| dc.identifier.uri | http://hdl.handle.net/10539/8164 | |
| dc.language.iso | en | en_US |
| dc.title | Benefit realisation lifecycle management in IT-related business projects | en_US |
| dc.type | Thesis | en_US |