Mobile enterprise applications (MEAs) are found in increasing numbers in organisations as smart-devices become an everyday necessity amongst employees and customers. Large amounts are invested in these applications, so it is important to see the value in improved business processes and the consequential improvement in business performance. Realising the benefits from their use is important to obtain the value from these investments. Yet, benefits management (BM) is poorly implemented in companies and a first step to improve this situation is to improve the visibility of the benefits that can be achieved by using MEAs. Hence the primary question asked in this study is “How can MEA benefits be successfully realised?” The strategy used to answer the question was action research in a single organisation using three MEAs in two different action research cycles. The study was conducted in a short-term insurance company in the Western Cape of South Africa with an established IT and project capability. Globally, the short-term insurance industry is under a significant threat from disruption by market entrants who don’t have to navigate legacy systems and who are more agile with their product offerings. Traditional insurers are looking for innovative solutions to transform the way in which insurance is sold and serviced. A BM process, which was modified from the literature, was refined through action cycles in three MEA projects to improve benefits realisation. The result showed that for MEA projects, which are not very large investments relative to other IT projects, a lighter, less cumbersome process was more practical and acceptable in the organisation. The creation of a benefits and risks template, during the action cycles, helped the organisation to build stronger business cases for MEA projects and also allowed for more comprehensive benefit identification, measurement and tracking, ultimately realising business performance improvements. The study also used a survey amongst 88 brokers and assessors to determine the factors which influence their adoption of these MEAs. The most significant factors influencing user adoption were the company’s willingness to fund the smart-devices, the ease of use of the MEA, job relevance and location dependence. A limitation of this study is that the organisation has a particular approach to project funding whereby the importance of BM is weighed against the cost of the project, hence BM is more important for very expensive projects. While the model prescribed in this study was sufficient in this context, it may not be suitable for organisations that are more conscientious about BM. This model would need to be tested in other contexts for transferability. A further limitation was the duration of time available for conducting this study because this was a PhD research project. Further action cycles might have refined the process further. The findings from this study are relevant to researchers and to organisations wanting to deploy MEAs. The BM process defined in this study can be used in MEA projects as a process to manage the identified benefits and ensure that they are realised. The benefits template can be used as a first step in the BM process to build the business case and the risks template can be used to identify potential problems that could hinder benefits realisation and can used to put mitigating actions in place to prevent problems to benefits realisation. The identification of factors influencing adoption of MEA can help organisations focus on these factors to ensure that their MEAs are used and they thereby derive benefits. The theoretical contributions of this study are a process model for the BM body of knowledge and a model explaining the factors influencing symbolic adoption of MEA. The identification and description of benefits and risks extends the body of knowledge for mobile applications research. These specific issues in the context of MEAs in the short-term insurance industry are understudied.

As our society becomes more and more digitalized, IT projects play an increasingly important role. The relatively high failure rates in IT projects have spurred the development of methods and models to improve success rate by managing for outcomes rather than constraints. This thesis aims to contribute to our understanding of how outcome-based project methods are used in practice, and how they’re understood and conceptualized by their users such as project managers, product managers and interaction designers. It provides an overview of seven methods for managing projects for outcomes and presents findings regarding how users of a subset of these methods apply and reason about them. The study’s findings include the identification of six themes regarding the application and use of these methods and four concepts describing how they’re understood. The results indicate that the methods studied have a wide-reaching influence over workplace collaboration and culture, and provide generic strategies for solving problems in the domains of software development, interaction design and service design. Further research is recommended to determine how these methods can be used and improved to further enhance collaboration, communication, and motivation in the workplace and the methods’ wider influence on IT project success.

Purpose – This research aims to explore the effectiveness of utilising Benefits Realisation Management (BRM) as part of comprehensive success measures, emphasising the stage in-between appraisal and evaluation of projects in the UK public sector. Design/methodology/approach – The study is constructed as a qualitative case study. Semi-structured interviews are used as part of the inductive, exploratory approach to achieve the study's objectives. It employs an approach based on grounded theory for its analysis. Findings – This paper suggests that Benefits Realisation Management is not used effectively in the UK public sector during projects lifetime to control and monitor projects and ensure their success. The current reviews of projects and programmes, through their execution, may not be sufficient. Research limitations/implications – This study offers contributions to the project success literature and benefits management literature by adding empirically supported insights about BM utilisation during project reviews. The research may be limited primarily by the research method – predominantly the snow-balling data collection. The assumptions made about the UK public sector may limit the broader generalisation of the findings. Practical implications – This research may be used to advise the practising managers of the need to maintain benefits orientation after appraisal throughout a project's lifetime and after delivery. Project governance structures are advised to update and improve their current project review practices. The study additionally identifies possible obstacles to the process and biases. Originality/value – This paper attempts to fill a literature gap by providing empirical results that explore the success definition and measures and the effectiveness of BRM during project execution and gate reviews. Keywords: Benefits Management; Project Success; Project Performance; Performance Measurement; Public Sector. Paper type: Research Thesis