Benefits realisation management in information technology projects

Abstract

This study evaluates the use of benefits realisation management (BRM) in information technology (IT) projects. Past research concludes that realising the tangible and intangible benefits from IT projects is not easy and is often not carried out at all. Fifty-four IT project managers in South Africa successfully completed an online questionnaire. An analysis of the data showed that, whilst BRM processes exist in some IT projects, benefits monitoring during the project is rarely applied even though planned benefits can change dramatically. It was also found that IT project managers are keen to improve BRM processes so that benefits are more clearly defined and realised. They identify the project owner as the person accountable for benefits realisation as the business benefits normally occur long after the project is complete, but they argue that this is not happening. They also conclude that, because their performance is measured using project efficiency metrics (on time, on budget and on specification), they are not required to focus on the project effectiveness (the longer term benefits from the IT investment).