Benefits Realization and Value Management

By Harold Kerzner, Ph.D. 

Sr. Executive Director for Project Management

Organizations in both the public and private sectors have struggled with creating a portfolio of projects that provide sustainable business value.

Common Problems (do any of these sound familiar?) 

  • Project requests are added to the queue for delivery without proper evaluation and with little regard if the projects are aligned with business objectives or provide benefits and value upon successful completion.
  • Projects are submitted without any accompanying business case or alignment to business strategy. 
  • Projects have accompanying business cases that are based upon highly exaggerated expectations and unrealistic benefits.
  • Projects are created because of the whims of management and the order in which the projects are completed is based upon the rank or title of the requestor. 

The Result?

Project failure, a waste of precious resources, and in some cases, business value is eroded or destroyed rather than created.

Benefits realization and business value do not come from simply having talented resources or superior capabilities. 

Rather, they come from how the organization uses the resources.

In this white paper, you will learn about:

  • Understanding the Terminology around Benefits and Value
  • Redefining Project Success
  • The Business Case for Benefits Realization and Value Management
  • Measuring Benefits and Value
  • Life Cycle Phases
  • Categories of Benefits and Value
  • Converting Benefits to Value
  • Portfolio Benefits and Value
  • Alignment to Strategic Objectives
  • Causes of Complete or Partial Failure

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About the Author 

Harold Kerzner, Ph.D. is IIL’s Senior Executive Director for Project Management. He is a globally recognized expert on project management and strategic planning, and the author of many best-selling textbooks, most recently Project Management 2.0.