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

By C. Serra, Martin H. Kunc. 2015

313 citations recorded by the source corpus.

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 as et 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. © 2014 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY-NC-SA license (http://creativecommons.org/licenses/by-nc-sa/3.0/).

Subfields: Management Information Systems, Management Science and Operations Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/a4c4680155e905d4d42a6cb0a0386f30407acfd4