ABSTRACT
To do so, this chapter and the following ones bring to our attention a series of project program and portfolio management practices that should be applied in association with Benefi ts Realization Management practices, although this book does not get into a lot of depth into the utilization of each of those project program and portfolio management practices. Our main focus is to clarify the association between the practices that support eff ective project governance and are instrumental in achieving project success. Th erefore, instead of suggesting the replacement of any existing best practices, Benefi ts Realization Management practices are to be applied in addition to most of the existing project, program, and portfolio management best practices, most times working as strong and clear linking elements between diff erent areas of expertise, functional areas, and organizational levels across the business.
