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
 Identify benefits to provide arguments for investments
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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…
 Evaluate to
demonstrate success
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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
 Plan realisation through
joined up working
1. Identify
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Benefits
Management
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 Review progress
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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
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
 Execute plans
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Facilitate and manage change
Keep stakeholders involved
Provide training and education
Communicate, communicate,
communicate