ABSTRACT
This chapter elaborates on the challenges of benefits realisation in major projects. The assumption that large-scale projects bring value and benefits to a wide range of project stakeholders is usually an implicit assumption underlying the willingness of governments to make significant investments in these ventures. This chapter will examine the historical roots of value management, the manner in which we can measure and understand project “value,” and its implications for more effective project stakeholder management. We conclude the chapter by illustrating the significance of benefits management through an in-depth examination of an ongoing large-scale UK project: High Speed Two (HS2).
