Benefits realisation management (BRM) is a key part of governance because it supports the strategic creation of value and provides the correct level of prioritisation and executive support to the correct initiatives. Due to its relevance to the governance process, BRM has a strong influence over project success and acts as a link between strategic planning and strategy execution.

Benefits Realization Management guides portfolio, programme, and project managers through the process of benefits realisation management so they can maximise business value. It discusses why and how programmes and projects are expected to enable value creation and explains the role of BRM in this process. The book provides a flexible framework for:

• Translating business strategy drivers into expected benefits and explaining the subsequent composition of a programme and project portfolio that can realise expected benefits
• Planning the benefits realisation expected from programmes and projects and then making it happen
• Keeping programmes and projects on track
• Reviewing and evaluating the benefits achieved or expected against the original baselines and the current expectations

To aid project, programme, and portfolio managers on their BRM journey, as well as to support business managers in executing business strategies, the book identifies key organisational responsibilities and roles involved in BRM practices. It provides a simple reference that can be mapped against any organisational structure. A detailed and comprehensive case study illustrates each phase of the BRM framework as it links business strategy to project work, benefits, and business value. Each chapter ends with a series of questions that provide a BRM self-assessment. The book concludes with a set of templates and detailed instructions to ensure successful deployment of BRM.