Benefits realisation management

The popularity of BRM began in 1995 in the UK, when Scottish Widows created a Benefits Realisation method[3] as part of its Project Management Handbook, and rolled its use out across the entire firm.

[7] Finally, benefits realization management is perceived as a set of processes structured to "close the gap" between strategy planning and execution by ensuring the implementation of the most valuable initiatives.

[1] BRM practices aim to ensure the alignment between project outcomes and business strategies: "If value is to be created and sustained, benefits need to be actively managed through the whole investment lifecycle.

As with all project management methodologies, BRM has clear roles and responsibilities, processes, principles and deliverables.

The main roles are Business Change Managers (BCMs) who help the Benefits Owners (i.e. the main beneficiaries) identify, plan and review the expected benefits from the change and project managers who deliver the reliable capability on time and within budget.

Constructing benefits maps or graphs is usually done from right to left, with what is attempting to be achieved (often called objectives, strategic outcomes etc.)