ABSTRACT
Benefits realization management (BRM) should not be seen as an additional layer of governance and management practices which must be undertaken in addition to other daily chores. BRM must become embedded into the existing activities within the performing organization and be accepted as a value-adding part of the investment decision-making process. Embedding new practices requires two main activities:
• Induction of personnel into the new practices • Integration of new practices into the environment to the extent that they
are embedded within the standard operating procedures
This chapter will present some ways of embedding these practices to avoid the perception that additional work is being thrust on the delivery and operational teams. These experienced-based suggestions have made successful contributions to the introduction and adoption of benefits-related practices.
