ABSTRACT
Measurement of identified benefits usually occurs after project closure but needs to be carefully considered and forecast in advance. Such planning activity is usually led by the category manager in conjunction with key stakeholders who agree upon the prioritisation and timings of each of the likely deliverables, culminating in a benefits-realisation plan. Research has proved that pursuing a systematic and planned approach to benefits realisation increases the likelihood of project success. In particular, continual monitoring and review is vital, as benefits may materialise throughout the project cycle and will need to be captured in order to evidence a return on investment. Identification of potential savings at the outset of the category management process is perceived as essential; however, the realisation of benefits tends to be a less formal approach. In large organisations, category managers can easily lose sight of their project at the implementation stage, once it has passed into the operational, 'business-as-usual' environment.
