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Benefits Realisation Management in IT enabled change programmes

Why do it In 2007, a National Audit report identified a need for NHS Scotland to build more robust systems to evidence the value delivered by IT projects and programmes. Benefits Management can provide a framework to identify, measure and report value added.

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Benefits Realisation Management in IT enabled change programmes

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  1. Why do it In 2007, a National Audit report identified a need for NHS Scotland to build more robust systems to evidence the value delivered by IT projects and programmes. Benefits Management can provide a framework to identify, measure and report value added. Business cases will not be approved by SGHD eHealth Programme Board without benefits being demonstrated. Resources available In 2009, the Scottish Government provided funding to Health Boards for two years to facilitate and embed change and benefits management in projects and programmes. Find contact details and change and benefits management information, tools and guidance on: www.ehealth.scot.nhs.uk Benefits Realisation Management in IT enabled change programmes

  2. 1. Identify 5. Evaluate Benefits Management 2. Plan 4. Review 3. Execute  Identify benefits to provide arguments for investments • Manage demand on limited budgets • Focus on high impact and high priority benefits to maximise use of resources • Deliver service improvements supported by IT systems - not just IT systems • Think wider than cash savings: time release, staff motivation, patient’s satisfaction, waiting times…  Plan realisation through joined up working • Align IT delivery with business needs and priorities • Identify changes supporting benefits realisation • Eliminate silos between clinical, eHealth and service improvement teams • Avoid duplication of work • Appoint Benefits Owner(s) to ensure benefits are delivered, monitored and measured  Evaluate to demonstrate success • Know that you have achieved what you set out to do • Measure impact to determine what is worth the effort and what isn’t, now and in future projects • Share lessons learned across Health Boards  Review progress • Monitor progress against benefits baselined before change started • Identify where benefits are not being realised and take remedial actions • Update benefits strategy and outline benefit realisation plan included in business case  Execute plans • Facilitate and manage change • Keep stakeholders involved • Provide training and education • Communicate, communicate, communicate

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