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Review of related literature Essay This chapter covers a review of related literature which is pertinent to the study. The literature reviewed here provides three different but equally relevant insights on how to approach benefits realization. A. Literature Review The Continuing Role of IS The study Show Me the Money: Advanced Practices in Benefits Realization (2005), by Dave Aron, Chuck Tucker, and Richard Hunter, is a piece of related literature that is particularly relevant to the present research paper. Aron et al.’s work provides for a comprehensive analysis of the benefits realization life cycle, and provides for five key characteristics for effective benefits realization. Show Me the Money discusses how the benefits realization life cycle should actually be divided into three phases: 1) planning; 2) execution; and 3) harvesting. Advanced practices, according to Aron et al. , lead to increased business benefits, higher IS credibility, and improved learning which can be applied to an organization’s subsequent projects. An organization should focus on participating fully on each of the three cycles. The focus on benefits planning allows an organization’s portfolio to be maximized in terms of benefits potential. The work for the organization’s IS does not stop at the execution stage of benefits realization, but must continue on until the harvesting phase in order to optimize benefits. In Table 1 below, the advanced practices for each phase of the benefits realization life cycle is outlined by Aron et al. : Table 1. Advanced Practices in the Benefits Realization Process Source: Aron, Dave, Chuck Tucker, Richard Hunter. (December 2005). Show Me the Money: Advanced Practices in Benefits Realization. http://www. gartner. com/DisplayDocument? doc_cd=137020 The significant difference between basic practices and advanced practices in benefits realization, as seen in Table, shows the continued participation of IS in each and every stage of the cycle. During execution, in the advanced practices row, in particular, IS should contribute to change management. This means that information services’ role do not stop after delivery of the technology. The practices outlined in Table 1 can be summed up in the five characteristics for an effective benefits realization program as provided by Aron et al. in their research: Benefits realization is an end-to-end discipline The business should focus on the benefits life cycle. The organization should expand its focus from the systems development life cycle in order to enhance IS contribution to change management. Some factors to consider (Aron, Tucker Hunter, 2005): Benefits realization is a persistent need of every organization. ? Shifting IT portfolios make the benefits realization challenge even more pressing. ? Improving benefits realization goes hand in hand with closer business alignment. ? Benefits of IT-intensive initiatives are realized through three phases (planning, execution, and harvesting) ? Advanced practices deliver optimum benefits realization. ? Planning practices lay the foundation Benefits-focused planning will make sure that an organization’s portfolio is maximized regarding benefits potential. Advanced practices should include: use of benefits framework to define benefits; build results chains to identify all the activities needed; integrate benefits into management processes; synchronize all stakeholders around benefits commitments; make benefits coaching a part of the governance team’s role (Aron, Tucker Hunter, 2005). ? Execution practices get the business ready IS execution should involve helping the organization to get ready for change in terms of process, culture, and addressing issues that arise. Focus however should remain on the end results or benefits the organization wants to achieve, with IS continuing to contribute to its implementation beyond delivery of the technology. Some recommendations provided by the Show Me the Money study on this are include: providing support to the organization with change management capabilities; use of empowered problem-solving teams; and adapting project governance in response to issues (Aron, Tucker Hunter, 2005). Harvesting practices ensure that expected benefits are reaped The role of IS should not stop after execution and implementation of the benefits realization program. It should continue on to what Aron et al. have coined as the â€Å"harvesting† phase. This phase involves measuring the benefits that the project is expected to achieve. The organization, business and IS alike, must: manage the entire harvesting phase; run benefits-focused post-implementation reviews; evolve the project governance team into a harvesting steering group; and conduct an independent harvesting audit (Aron, Tucker Hunter, 2005). In this way, the benefits may be quantified, measured, and valued. At the same time, IS and business learning must be analysed and reviewed at this phase. Evaluate and improve benefits realization practices The organization will have a better understanding IS contribution to benefits and how to improve such contribution when they evaluate its benefits realization practices. An understanding of the organization’s benefits realization readiness, an evaluation of its benefits realization risk, and implementation of benefits-focused pre- and post-implementation review tools will result in better business benefits, higher IS credibility, and improved learning for the entire organization (Aron, Tucker Hunter, 2005). In sum, Aron et al’s critical analysis seeks to redefine and emphasize the role of IS in benefits realization. That role should not be limited to the planning and execution stage but must continue on to the harvesting phase. This analysis is in keeping with the â€Å"concept-to-cash† framework of an ideal and effective benefits realization process. In such a framework, Show Me the Money reminds us, IS, and not just business, plays an important role from start to finish.