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 Models 15
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 Economy 25
Chapter 4:
BRM Case Study 26
Vodaphone Customer Intelligence Case 26
Vodaphone PRINCE2 Case 28
SIGMA BRM Case 29
Fujitsu Case 30
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 Map 37
Adopt a BRM Model 37
Create EPMO (Enterprise Project Management Office) 38
Recommendation for Business Manager 39
Recommendation for IT Manager 40
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, Source: World Information Services Technology Association (WITSA) Digital Plant, 2010 (October 2010) (Forecast in US$) 6
Figure 2: Project management cycle shift: conventional vs. BRM approach 12
Figure 3: Cranfield process model of benefit management (Source: Ward and Peppard, 2002) 16
Figure 4: Active benefit realization approach (Source: Remenyi & Sherwood-Smith, 2002) 17
Figure 5: DMR's benefit realization 18
Figure 6: The core element of the DMR result chain (source: Thorp, 1999, 2001) 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 (Source: Pappard & Ward, 2004) 35
Figure 10: The Application Services Portfolio and IT Infrastructure (Source: Pappard, 2003) 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 (source: Robert S. Kaplan and David P. Norton) 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 | 
