Benefits realisation management: panacea or false dawn?

BREESE, Richard (2012). Benefits realisation management: panacea or false dawn? International Journal of Project Management, 30 (3), 341-351.

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Link to published version:: https://doi.org/10.1016/j.ijproman.2011.08.007
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    Abstract

    Benefits Realisation Management (BRM) is becoming an increasingly important aspect of project and programme management. However, commentators have observed that the practice of BRM is often flawed, and have made suggestions as to how practice might be improved. This paper is concerned with the reasons why the implementation of BRM might not be straightforward, by focusing on the underlying assumptions. It will approach the issue by drawing on the author's experience from the 1990s and 2000s in working in the management of government-funded regeneration programmes in the UK. In this field there was a rigid benefits management framework, although it precedes the development of BRM. The paper will argue that there are important underlying conceptual issues in benefits management which have practical implications and need to be recognised in the development of theory for BRM.

    Item Type: Article
    Research Institute, Centre or Group - Does NOT include content added after October 2018: Sheffield Business School Research Institute > People, Work and Organisation
    Departments - Does NOT include content added after October 2018: Sheffield Business School > Department of Management
    Identification Number: https://doi.org/10.1016/j.ijproman.2011.08.007
    Page Range: 341-351
    Depositing User: Richard Breese
    Date Deposited: 26 Mar 2012 13:59
    Last Modified: 18 Mar 2021 05:04
    URI: http://shura.shu.ac.uk/id/eprint/4223

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