Benefits Realization Management Research Articles

Digital Business Case: Scientific Contributions for a digital framework from Benefits Realization Management

Digital Business Case: Scientific Contributions for a digital framework from Benefits Realization Management

An integrated study on the relationship between Benefits Realization Management (BRM) and the National Transformation Program (NTP) in the light of Saudi Arabia Vision 2030

An integrated study on the relationship between Benefits Realization Management (BRM) and the National Transformation Program (NTP) in the light of Saudi Arabia Vision 2030

Benefits Realization Management: from Problem Solving to Value Delivery

Benefits Realization Management: from Problem Solving to Value Delivery

Benefits realization management in the context of a national digital transformation initiative in English provider organizations.

BackgroundThe Global Digital Exemplar (GDE) Programme is a national initiative to promote digitally enabled transformation in English provider organizations. The Programme applied benefits realization management techniques to promote and demonstrate transformative outcomes. This work was part of an independent national evaluation of the GDE Programme.AimsWe explored how benefits realization management was approached and conceptualized in the GDE Programme.MethodsWe conducted a series of 36 longitudinal case studies of provider organizations participating in the GDE Programme, 12 of which were in depth. Data collection included a combination of 628 interviews (with implementation staff in provider organizations, national programme management staff, and suppliers), 499 documents (of national and local implementation plans and lessons learned), and 190 nonparticipant observations (of national and local programme management meetings to develop insights into the broader context of benefits realization activities, tensions arising, and how these were negotiated). Data were coded drawing on a sociotechnical framework developed in related work and thematically analyzed, initially within and then across cases, with the help of NVivo 11 software.ResultsMost stakeholders broadly agreed with the rationale of benefits realization in the GDE Programme to show due diligence that public money was appropriately spent, and to develop an evidence base supporting the value of digitally enabled transformation. Differing national and local reporting purposes, however, created tensions. Central requirements, for progress reporting and tracking high-level benefits, had limited perceived local value and were seen to impose an unnecessary burden on provider organizations. This was accentuated by the lack of harmonization of reporting requirements to different stakeholders (which differed in content and timing). There were tensions between the desire for early evidence of outcomes and the slow processes of infrastructural change (which created problems of attribution of benefits to causes as benefits emerged gradually and over long timeframes), and also between reporting immediately visible local changes and showing how these flowed through to high level organization wide benefits (eg, in terms of health outcomes or cost savings/return on investment). The attempt to fulfill these diverging agendas and informational needs within a single reporting tool had limited success. These difficulties were mitigated by efforts to simplify reporting requirements and to support targeted collection of key national outcome measures. Although progress was hampered by an initial lack of benefits realization expertise in provider organizations, some providers subsequently retained these skills for their own change management purposes.ConclusionsThere is a need to recognize the limitations and cost of benefits realization management practices in the context of healthcare digitalization where benefits may materialize over long timeframes and in unanticipated ways. Although diverse stakeholder information needs may create tensions, prior agreement about rationales for collecting information and a targeted approach to tracking local and high-level benefits may enhance local relevance, reduce perceived reporting burdens, and improve acceptance/effectiveness. A single integrated reporting mechanism is unlikely to fulfill both national and local requirements.

Enabling the Project Owner Role for Benefits Realization Management: a case study of an IT project in a public organization

Added value from projects doesn’t depend only on the temporary organization; rather it is deeply modulated by the actions undertaken by the permanent organization that have defined the project and will transform the project deliverables in outcomes, and then in organizational benefits. Research has introduced the role of the project owner as an organizational capability to realize benefits. Based on a case study, this paper aims at analyzing the organizational enablers allowing the adoption of the project owner role for the benefit realization. We identified six organizational enablers, such as benefits management practices, change management practices, organizational leadership, information infrastructure, strong relationship with the project supplier and urgency for realizing benefits. Our results reveal that organizational enablers for enabling the project owner role emerged within and throughout the entire business unit that has launched the project and obtained the expected benefits.

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

Abstract
 Purpose: This study has examined the influence/control of effectiveproject governance practices on the accomplishments of the different projects those were carried out by the Non-Government Organizations (NGO) sector in Pakistan. This study has also analyzed the significance of benefits realization management as moderation between project governance and project success in order to achieve the organizational strategic goals and objectives.
 Design/Methodology/Approach:Quantitative research methodology has been used in this research in which survey questionnaires have been conducted from the project management staff of the selected NGOs which have their head-offices in twins cities Rawalpindi and Islamabad. A total of 305 responses as per the simple random sampling of the project management staff of selected NGOs have been used to draw the results of this research using Smartpls software version 3 to analyze the data in order to prove the hypothesis of this research.
 Findings: After through examining/securitization of the data, it was clearly seen that there were positive/momentous effects on the efficiency of the projects, benefits of the organizations, impact of the projects & its future perspective to be more successful. Moreover, the moderating effect of benefits realization management in the relationbetween project governance and organizational benefits,projectimpact,project efficiency alsostakeholder satisfactionis positive and significant.However,benefits realization management insignificantly moderate relation between project governance and future potential.

Benefits Realization Management and Its Impacts on Project Success

Benefits Realization Management and Its Impacts on Project Success

A Conceptual Benefits Realization Model for Minimization of Transaction Costs in Building Energy Efficiency (BEE) Affordable Housing Delivery

Energy efficiency is fundamental to enhancing homes affordability. There are several unique challenges to affordable housing that owner-developers need to address in order for energy efficiency to make significant economic sense. Issues such as Transaction Costs (TCs) plays a significant role in achieving building energy efficiency (BEE) for affordable housing delivery. It is evident that split incentives, information asymmetry, institutional transition, opportunistic behavior, and ill-informed users incur different levels of TCs and affect stakeholder’s willingness to take part in BEE for affordable housing. A better understanding of the nature and structure of TCs is indispensable to enhance the market-drive and investment for BEE affordable housing. Uncertainty, specific investment, frequency, and bounded rationality seen as the key dimensions of TCs. The research focuses on how to minimize TCs involve in BEE affordable housing delivery. It was found in the literature that, the level of TCs for building energy efficiency estimated at 20.5% of total project costs. A conceptual competency-driven benefits realization model is proposed for minimizing TCs taking into consideration the peculiarities of the current housing projects delivery. This research aims to establish the significance of leveraging on BEE project team-competency and commitment organized within a strategic Benefits Realization Management framework to optimize client‘s benefits regarding minimizing TCs. The focus is on the aspect of a developer’s competencies and their project team commitment concerning minimizing TCs that structured within a Benefits Realization Management (BRM) practice. This model is proposed as a pro-active enabler tool to achieve Value for Money in BEE affordable housing projects. This paper is part of a series of publications.

The role of project manager in benefits realization management as a project constraint/driver

Expected benefits are the main drivers beyond projects, programs, and portfolios. This is becoming a very well recognized fact across project management practitioners. Although project benefits are always listed in the project or program business cases, many project managers drive their project toward generating specified outputs (deliverables), while not giving enough attention to the expected outcomes (benefits). This may be referred to their belief they do not have a role in this regard, and that it is totally someone else job to ensure benefits realization.A survey was conducted to investigate the awareness and level of implementation of project-level benefits management versus other organizational governance practices across different organizations. The results showed very low implementation level of benefits management practices at project level compared to benefits at higher levels (programs & portfolios) and among other organizational practices and systems (quality management, excellence, risks, performance, etc.).This paper proposes the role of a project manager in benefits management at project level, and introduces a benefits realization management process compatible with the process groups of the Project Management Institute (PMI) body of knowledge which will enable organizations to cascade responsibilities of delivering values to the project manager level.To have a practical tool for implementation, examples of benefits measures were suggested which will play an active role in monitoring the potential project benefits.To validate the authors’ proposal, a real-life case was presented showing how it was planned to implement, the implementation itself, the faced challenges, and finally, the suggestion for more successful implementation in organizations seeking to apply the benefits realization concept.In summary, the results of this paper can be used to: enlarging the project manager responsibilities to acquire the benefits realization, giving a high level 6-step process for benefits management, suggesting a mechanism for managing these benefits through benefits register, benefits realization plan, measures and KPIs and closure business case.

A benefits realization management building information modeling framework for asset owners

Abstract An asset owner's decision to implement Building Information Modeling (BIM) can enable strategic business outcomes. For an asset owner the implementation of BIM should not be seen as a discrete information technology project, but a business change program that can potentially impact their ‘value proposition’. Benefits realization recognizes that technology alone cannot deliver business outcomes and that the process of its implementation is proactively managed to ensure that the organization obtains the results it expects. This paper presents a novel framework that asset owners can use to ensure that they can obtain ‘value’ from investing in BIM. It is proffered that the benefits realization process should be viewed as a learning process that enables the asset owner to constantly question and measure the benefits of BIM.