When planned IS/IT project benefits are not realized: a study of inhibitors and facilitators to benefits realization

Coombs, Crispin

BDN as a diagnostic tool IJPM July 2014 accepted version with Ack.pdf (410.79 kB)

When planned IS/IT project benefits are not realized: a study of inhibitors and facilitators to benefits realization

journal contribution

posted on 2014-09-01, 09:51 authored by Crispin CoombsCrispin Coombs

IS/IT evaluations reveal that many organizations fail to realize planned benefits from their IS/IT projects. Benefits management researchers argue that organizational change is necessary for the delivery of IS/IT project benefits. However, existing IS/IT evaluation methods adopt a narrow quantitative focus on costs and benefits and fail to consider the organizational dimension. This study brings together the concepts of benefits management and IS/IT evaluation using the Cranfield Benefits Dependency Network (BDN) as a diagnostic tool to examine an underperforming IS/IT project. The analysis revealed that planned benefits had not been realized because of a lack of attention to technical and organizational facilitators and inhibitors associated with IT-enabled organizational change. © 2014 Elsevier Ltd.

History

School

Business and Economics

Department

Business

Published in

International Journal of Project Management

Citation

COOMBS, C.R., 2015. When planned IS/IT project benefits are not realized: a study of inhibitors and facilitators to benefits realization. International Journal of Project Management, 33 (2), pp. 363-379.

Publisher

Version

AM (Accepted Manuscript)

Publisher statement

This work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/

Publication date

2015

Notes

NOTICE: this is the author’s version of a work that was accepted for publication in International Journal of Project Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published at: http://dx.doi.org/10.1016/j.ijproman.2014.06.012