The Long Road to Benefits Management: Toward an Integrative Management Model

Abstract

<jats:p> This article reports on a four-year action research study, where the aims were to study benefits management at a detailed, practical level and to evaluate the benefits management practices applied. Synthesizing the insights from the study shows that the approach is dependent on the context and that the action research process was a challenging endeavor, but also that the project was successful with respect to improving performance. We provide a structured evaluation of the practiced process to uncover weaknesses and improve future interventions by suggesting an integrative management model with three layers: instrumental, practical, and reflective. </jats:p>

Comparative Analysis of Effective Project Governance Practices and Benefit Realization Management for the Successful Execution of Projects in NGO Industry

“…Moreover, the results also showed that BRM also had a strong and significant impact on OB, PE, PI and SS supporting the results/findings of (Serra &Kunc, 2015;Badewi, 2016;Svejvig et al, 2020) who obtained similar results in their research that included the effect of BRM on the successful achievement of project objectives and its distinctive magnitude. However, BRM as moderator negatively effect on the relationship between EPG and FP.…”

“…The all targeted benefits were traced/revised & associated with the necessities of the relevant stakeholders & sponsors all the way through project life cycle (PMI, 2016). The earlier researches have also transformed the direction to concentrate on organizational potentials for example the ability to be trained & progress (Svejvig et al, 2020) as well as the capabilities to manage programs (Reiss, 2006) that were required to bring benefits/advantages out of those projects.…”

“…According to Serra and Kunc (2015) project managers as a result are often put aside from the conversation of benefits management, in spite of the fact that the expertise and support of project manager are vital for efficient BRM (Jenner, 2015;PMI, 2016). Besides, the main argument to BRM implementation is that a major chunk of the establishments yet not realize to apprise project benefits management as a benchmark for the success of a project (Cooke- Davies, 2002).Latest researches on project management excessively advocated the mandatory requirement for the organizations to concentrate on project BRM " (Stretton, 2020;Schlichter, 2020)". Therefore, an effective project governance approach can support in overcoming this hurdle by creating obvious roles & responsibilities (Mayet al, 2009).…”

Benefits management in software development: A systematic review of empirical studies

“…[22] put BM in a context surrounded by, and intersecting with, other processes and methods, such as programme and portfolio management, project management, investment appraisal, system development methods, change management methods and risk management techniques. Recognizing that BM is not a stand‐alone management discipline Svejvig and Schlichter [4] propose an integrative management model whereby BM and the other disciplines are orchestrated. Svejvig and Schlichter note that BM is often a sub‐discipline within project and program management, where, for example, project management methods specify that benefits should be identified at the outset of a project and that benefits are verified during the life of the project.…”

“…One of the early papers on benefits management (BM) states: ‘The overall process of evaluation and realisation of IS/IT benefits has been termed benefits management and may be defined as: “The process of organizing and managing such that potential benefits arising from the use of IT are actually realised”’ [3, p. 214]. As noted by Svejvig and Schlichter [4], the term BM is up for discussion; for example, the process originally termed BM also is termed benefits realization management [5]. Others use value management to emphasize the balance between benefits and costs [6].…”