BREESE, Richard (2012). Benefits realisation management: panacea or false dawn? International Journal of Project Management, 30 (3), 341-351.
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Benefits Realisation Management (BRM) is becoming an increasingly important aspect of project and programme management. However, commentators have observed that the practice of BRM is often flawed, and have made suggestions as to how practice might be improved. This paper is concerned with the reasons why the implementation of BRM might not be straightforward, by focusing on the underlying assumptions. It will approach the issue by drawing on the author's experience from the 1990s and 2000s in working in the management of government-funded regeneration programmes in the UK. In this field there was a rigid benefits management framework, although it precedes the development of BRM. The paper will argue that there are important underlying conceptual issues in benefits management which have practical implications and need to be recognised in the development of theory for BRM.
|Research Institute, Centre or Group:||Sheffield Business School Research Institute > People, Work and Organisation|
|Depositing User:||Richard Breese|
|Date Deposited:||26 Mar 2012 14:59|
|Last Modified:||25 Apr 2014 15:48|
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