Articlehybrid2014

Benefits Realisation Management and its influence on project success and on the execution of business strategies

Carlos Eduardo Martins Serra · Martin Horacio Kunc

329 citations0/0 files storedInternational Journal of Project Management

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Abstract

Business strategies, which imply organisational change, usually require the development of projects, e.g. IT projects. However, organisations fail in implementing their strategies even though they employ project, programme and portfolio management techniques. Benefits Realisation Management (BRM) is a set of processes structured to close the gap between strategy planning and execution by ensuring the implementation of the most valuable initiatives. However, there is no empirical evidence of its effectiveness. This paper presents the results of a survey to practitioners in Brazil, United Kingdom and United States evaluating the impact of BRM practices on project success rate. Our results show BRM practices being positive predictors to project success on the creation of strategic value for the business. Therefore, these results suggest that BRM practices can be effective to support the successful execution of business strategies.

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References

2008Foundations of Mixed Methods Research: Integrating Quantitative and Qualitative Approaches in the Social and Behavioral Sciences 1997Exploring corporate strategy 1995Project management : a systems approach to planning, scheduling, and controlling 1982Project management: A systems approach to planning, scheduling and controlling 1999Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria 2002The “real” success factors on projects 1999The Logical Framework Method for Defining Project Success 2002On the nature of the project as a temporary organization

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2017Project governance, benefit management, and project success: Towards a framework for supporting organizational strategy implementation 2018Project governance and stakeholders: a literature review 2015The impact of project management (PM) and benefits management (BM) practices on project success: Towards developing a project benefits governance framework 2016The relationship between project governance and project success 2015

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