@article {28411,
	title = {Realizing benefits in public IT projects: A multiple case study},
	journal = {IET Software},
	year = {2022},
	month = {12/2022},
	publisher = {IET},
	abstract = {IT investments in the public sector are large, and it is essential that they lead to benefits for the organizations themselves and for the wider society. While there is evidence suggesting a positive connection between the existence of benefits management practices and benefits realization, less is known about how to implement such practices effectively. The paper aims to provide insights into when benefits are most likely to be realized, and how benefits management practices and roles should be implemented in order to have a positive effect on the projects{\textquoteright} success in terms of realizing benefits. The authors collected data relating to ten Norwegian public IT projects. For each project, they collected data on benefits management from project documents, by interviewing the project owners and benefits owners, and follow-up surveys. The benefits internal to the organization were those with the highest degree of realization, while the societal benefits were those with the lowest degree. Projects assessed to have more specific, measurable, accountable, and realistically planned benefits were more successful in realizing benefits. Benefits owners were most effective when they were able to attract attention towards the benefits to be realized, had a strong mandate, and had domain expertise.},
	author = {Holgeid, Kjetil and J{\o}rgensen, Magne and Gro Holst {Volden} and Berg, Helene}
}
@article {28159,
	title = {Benefits management in software development: A systematic review of empirical studies},
	journal = {IET Software},
	volume = {15},
	year = {2021},
	pages = {1-24},
	publisher = {IET},
	abstract = {Considerable resources are wasted on software projects delivering less than the planned benefits. Herein, the objective is to synthesize empirical evidence of the adoption and impact of benefits management (BM) in software development, and to suggest directions for future research. A systematic review of the literature is performed and identified 4836 scientific papers of which the authors found 47 to include relevant research. While most organizations identify and structure benefits at the outset of a project, fewer organizations report implementing BM as a continuous process throughout the project lifecycle. Empirical evidence gives support for positive impact on project outcome from the following BM practices: identifying and structuring benefits, planning benefits realization, BM during project execution, benefits evaluation and the practice of having people responsible for benefits realization. The authors suggest four research directions to understand (1) why BM practices sometimes not are adopted, (2) BM in relation to other management practices, (3) BM in agile software development and (4) BM in the context of organizations{\textquoteright} value creation logics.},
	author = {Holgeid, Kjetil and J{\o}rgensen, Magne and Sj{\o}berg, Dag Ingar Kondrup and Krogstie, John}
}
@misc {28158,
	title = {Hvordan lykkes med digitalisering? En unders{\o}kelse av nyttestyring i IT-prosjekter i offentlig sektor (Concept-rapport nr. 64)},
	year = {2021},
	publisher = {Ex Ante Akademisk forlag},
	address = {NTNU},
	isbn = {978-82-8433-004-4},
	author = {Berg, Helene and Holgeid, Kjetil and J{\o}rgensen, Magne and Gro Holst {Volden}}
}
@article {28410,
	title = {Jakten p{\r a} nytte i offentlige IT-prosjekter},
	journal = {Stat \& Styring},
	volume = {31},
	year = {2021},
	month = {10/2021},
	pages = {38-41},
	publisher = {Scandinavian University Press},
	abstract = {Det er {\o}kende oppmerksomhet p{\r a} at offentlige tiltak skal ha nytte for brukere og samfunn {\textendash} heldigvis. Det hjelper, for eksempel, lite at et nytt IT-system blir levert med spesifisert funksjonalitet, til avtalt tid og uten overskridelse av budsjettet dersom systemet ikke blir brukt og leverer nytte som forutsatt.},
	author = {Gro Holst {Volden} and J{\o}rgensen, Magne and Holgeid, Kjetil and Berg, Helene}
}
@inproceedings {27615,
	title = {Benefits management and agile practices in software projects: how perceived benefits are impacted},
	journal = {IEEE 22nd Conference on Business Informatics (CBI)},
	volume = {2},
	year = {2020},
	pages = {48-56},
	publisher = {IEEE},
	abstract = {Considerable resources are wasted on projects that deliver few or no benefits. The main objective is to better understand the characteristics of projects that are successful in delivering good client benefits. We asked 71 Norwegian software professionals to report information about projects completed between 2016 and 2018. We found that both benefits management and agile practices have a significant relationship with perceived realisation of client benefits. This includes the benefits management practices of having a plan for benefits realisation, individuals with assigned responsibility for benefits realisation, benefits management during project execution, quantification of realised benefits, evaluation of realised benefits, re-estimation of benefits during project execution, and the agile practices of a flexible scope and frequent deliveries to production. The software projects that were successful in delivering client benefits adopted benefits management and agile practices to a larger extent than the less successful ones. Future studies are required to establish more comprehensive understanding of what distinguishes projects that deliver good client benefits from the rest, including studies of the realisation of client benefits in agile software projects.},
	author = {Holgeid, Kjetil and J{\o}rgensen, Magne}
}
@article {27613,
	title = {Practices connected to perceived client benefits of software projects},
	journal = {IET Software},
	volume = {14},
	year = {2020},
	pages = {677-683},
	publisher = {The Institution of Engineering and Technology},
	abstract = {It is well-documented that many software projects deliver fewer benefits than planned. However prior research has had a stronger focus on the ability to deliver within budget, on time and with the specified functionality, than on what to do to successfully deliver client benefits. The authors have conducted a survey collecting information about benefits management practices, agile practices, use of contracts, and the perceived success in delivery of client benefits. The authors received responses from 83 software professionals with information about 73 recent and 74 older software projects. There was no statistically significant improvement of the delivered client benefits from the older to the recent projects. Statistically significant findings, applying a general linear model-based analysis, include that the degree of success in delivering client benefits is connected to a project having: (i) a plan for how to realise the benefits, (ii) implemented practices for benefits management during project execution, (iii) frequent deliveries to production during the project execution, and (iv) a process for the evaluation of realised benefits after project completion. The authors argue that greater use of these practices represents a potential for organisations to increase their success in delivering benefits from software projects.},
	author = {Holgeid, Kjetil and J{\o}rgensen, Magne}
}
