Information Technology (IT) investments in the public sector are large, and it is essential that they lead to benefits for the organisations themselves and wider society. While there is evidence suggesting a positive connection between the existence of benefits management practices and the realisation of benefits, less is known about how to implement such practices effectively. The aim of this paper is to provide insights into when benefits are most likely to be realised, and how benefits management practices and roles should be implemented, in order to have a positive effect on the success of projects in terms of realising benefits. We collected data relating to 10 public IT projects in Norway. For each project, information on benefits management was collected from project documents by interviewing the project owners and benefits owners and via follow-up surveys. The benefits with the highest degree of realisation were those internal to the organisation, while those with the lowest degree were societal benefits. Projects assessed as having more specific, measurable, accountable, and realistically planned benefits were more successful in terms of realising benefits. Benefit owners were most effective when they were able to attract attention to the benefits to be realised, had a strong mandate, and had the domain expertise.

中文翻译：

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在公共 IT 项目中实现收益：多个案例研究

公共部门的信息技术 (IT) 投资很大，它们必须为组织本身和更广泛的社会带来利益。虽然有证据表明存在收益管理实践与实现收益之间存在正相关关系，但对于如何有效实施此类实践知之甚少。本文的目的是深入了解何时最有可能实现收益，以及应如何实施收益管理实践和角色，以便在实现收益方面对项目的成功产生积极影响。我们收集了挪威 10 个公共 IT 项目的相关数据。对于每个项目，通过与项目所有者和收益所有者面谈并通过后续调查，从项目文件中收集了关于收益管理的信息。实现程度最高的是组织内部的利益，而实现程度最低的是社会利益。评估为具有更具体、可衡量、可问责和切合实际的计划收益的项目在实现收益方面更为成功。当利益所有者能够吸引人们对要实现的利益的关注、拥有强大的授权并拥有领域专业知识时，他们是最有效的。而现实规划的收益在实现收益方面更成功。当利益所有者能够吸引人们对要实现的利益的关注、拥有强大的授权并拥有领域专业知识时，他们是最有效的。而现实规划的收益在实现收益方面更成功。当利益所有者能够吸引人们对要实现的利益的关注、拥有强大的授权并拥有领域专业知识时，他们是最有效的。