Benefit realization management requires defining benefits as outcomes perceived as positive by stakeholders, establishing a benefits realization process customized to the environment, and ensuring senior management commitment, clear objectives, and stakeholder buy-in to drive project success. Barriers to measuring benefits include perceptions of difficulty, lack of support, unclear responsibilities, and uncertainty attribution to projects. Linking rewards to targets requires consideration of behaviors to ensure collaboration rather than actions contrary to intended benefits.

1. 5 Facts From…
Benefit Realisation Management
(2nd Edition)
by Gerald Bradley
Elizabeth Harrin
www.GirlsGuideToPM.com

2. “A benefit is an
outcome of change
which is perceived
as positive by a
stakeholder.”

3. The top 3 hindrances to
project success are:
• Lack of commitment by senior managers
• Unclear vision/objectives
• Stakeholders who have not bought into the
change

4. Benefits realisation needs the pre-
requisite environment including:
• A benefits realisation process, customised to
the environment
• A supportive organisational culture
• A governance structure that reflects benefits
• Processes and documentation
• Experienced staff
• Software to support the processes

5. The barriers to measuring
project benefits are:
• People think measuring is difficult
• Some stakeholders don’t support the benefit
• No one is responsible for measuring
• The importance of measuring is not
understood
• There is uncertainty as to whether the
benefits can be attributed to the project

6. Linking rewards or penalties to
inappropriate targets can encourage
behaviours which are contrary to the
spirit of the benefit
• Find ways to reward people who work
collaboratively to achieve benefits
• Ensure you are not encouraging counter-
productive behaviour

7. The Money Files
www.projectmanagement.com
/blog/The-Money-Files/