Abstract
PurposeThis paper seeks to focus on the requirements to manage change, tangible and intangible benefits in a joint approach to deliver outputs on time, to quality and cost without failing to realise the benefits of the change. The aim of the paper is to demonstrate the need for benefits‐driven programme/project management as well as the importance of identifying the stakeholders' level of involvement and contribution throughout the process, and manage their expectations.Design/methodology/approachThe methodology used is based on an action research approach, combining findings from a literature review and case studies within UK's primary healthcare sector.FindingsFindings demonstrate development of a Benefits Realisation (BeReal) approach in healthcare through looking at case studies taking place within UK's primary and acute healthcare sector.Research limitations/implicationsThe framework development is based on theoretical evidence and further research is needed to test and validate its robustness.Originality/valueThe paper highlights the application of benefits realisation and management in developing and delivering primary healthcare facilities.
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