Realising Benefits from IT Projects at Barclays Africa Corporate and Investment Banking
| dc.contributor.author | Leseyane, Silindile Portia | |
| dc.date.accessioned | 2019-02-15T10:11:05Z | |
| dc.date.available | 2019-02-15T10:11:05Z | |
| dc.date.issued | 2018 | |
| dc.description | MBA Thesis | en_ZA |
| dc.description.abstract | EXECUTIVE SUMMARY Before committing to any Information Technology (IT)-based solution, a business needs to know whether the transformation effort (cost) can be justified relative to the perceived future value that this change will bring. Often projects are undertaken with a stated objective but this undertaking can come with significant risk to the organisation when making investments that will not realise material benefits. That is why Benefits Management (BM) is essential for any organisation to undertake as it ensures that the right investments are made that will realise business value. Corporate and Investment Banking (CIB), a division of Barclays Africa Group Limited (BAGL) is interested in implementing a Benefits Management (BM) programme in order to realise benefits from investments in IT projects. The reason for this is that banks spend millions of Rands on IT projects and yet projects have a high failure rate, possibly due to rudimentary cost benefit analysis and failure to do any post-implementation analysis to determine whether the project delivered what was expected. The goal of this research project was to establish what the current practices to realise benefits were at CIB, and, based on these findings, to provide recommendations. Research was conducted through a critical analysis of the existing BM literature, followed by interviews with various senior stakeholders during November and December 2017 and in-depth analysis of project documents such as Business Cases (BCs), minutes, governance documents, etc. to understand the BM process. Four dimensions to BM arose as themes during the research; namely, a technical perspective, a governance perspective, organisational context and user context. This indicated that a BM solution would need to cater to the specifics of each of these dimensions; otherwise the adoption of any BM intervention would not be successful. | en_ZA |
| dc.description.librarian | PD2019 | en_ZA |
| dc.identifier.uri | https://hdl.handle.net/10539/26432 | |
| dc.language.iso | en | en_ZA |
| dc.subject | Banks and banking -- South Africa. Project management -- South Africa. Organizational effectiveness. Information technology -- Management. | en_ZA |
| dc.title | Realising Benefits from IT Projects at Barclays Africa Corporate and Investment Banking | en_ZA |
| dc.type | Thesis | en_ZA |