Chapter 1:

Introduction 4
IT (Information Technology) Investment Management: A Global Perspective 5
IT Investment Trend: A Global Perspective 5
IT Investment: A Regional Distribution 6
Technology Trends that will lead IT Investment over the Next Five Years: 7
IT Project Paradox: A Common Failure 8
Traditional IT Project Evaluation and Value Realization Limitation 8
Pros and Cons of commonly used Financial Techniques 9
IT Project Value Realization from Business Perspective and rationality of BRM (Benefit Realization Management) 10

Chapter 2:

Benefit Realization Management (BRM) 11
What is BRM? 11
Why BRM? 11
BRM for Whom? 12
Fundamental process of BRM Approach 13
Frameworks for BRM 14
BRM Models15
Cranfield BRM process model 16
Active Benefit Realization (ABR) Model 17
Project Appraisal Method (PAM) BRM Model 18
The DMR model for BRM 18

Chapter 3:

BRM Practice in Different Arena 20
ERP Implementation and BRM 20
Telecom Project Value Optimization 21
Institutional Innovation (Education Sector) 22
Public Sector 23
Developed Economy 25
Emerging Economy25

Chapter 4:

BRM Case Study 26
Vodaphone Customer Intelligence Case 26
Vodaphone PRINCE2 Case 28
SIGMA BRM Case 29
Fujitsu Case30

Chapter 5:

BRM Application Related Issue 31
Issues Related with the Adoption of BRM 31
IT Manager's Approach towards BRM 31
Business Manager's Approach towards BRM 32
Major Challenge: Aligning BRM with Corporate Strategy 32
Emerging Issue of EPMO (Enterprise Project Management office) and BRM 32

Chapter 6:

Conclusions & Recommendations 34
Conclusion & Recommendation for Organization 34
Recommendation for KDM (Key Decision Maker) 34
Align IT with Corporate Strategy 34
Link Current Practice with BRM 36
Integrate BRM with Strategy Map37
Adopt a BRM Model 37
Create EPMO (Enterprise Project Management Office) 38
Recommendation for Business Manager 39
Recommendation for IT Manager40
Recommendation for EPMO and Project Manager (PM) 40

List of Figures

Figure 1: Estimated Actual and Projected Global Spending on IT from 2003 to 2013 6
Figure 2: Project management cycle shift: conventional vs. BRM approach 12
Figure 3: Cranfield process model of benefit management 16
Figure 4: Active benefit realization approach 17
Figure 5: DMR's benefit realization 18
Figure 6: The core element of the DMR result chain 19
Figure 7: JISC institutional innovation program framework 23
Figure 8: Public sector project management cycle 24
Figure 9: The new IT alignment: IS capability and organizational performance 35
Figure 10: The Application Services Portfolio and IT Infrastructure 35
Figure 11: Tasks need to accomplish in order to gain benefit from IT project 36
Figure 12: Issues of BRM 36
Figure 13: A Strategy Map 37
Figure 14: BRM strategy and positioning in organizational framework 38
Figure 15: Suggested EPMO structure 39

List of Tables

Table 1: Territory wise % contribution to IT production and projected growth over 2014 6
Table 2: Benefit frameworks (Sources: Shang and Seddon, 2002) 15