ABSTRACT

Organizations succeed by mastering the management of their strategic changes, with project, program, and portfolio management as the recognized set of processes and tools to manage such changes. However, projects still fail on a large scale. In parallel, it is suggested that organizations are not managing their projects in the way they should in order to ensure the achievement of their strategic objectives. Th is book aims, then, to present Benefi ts Realization Management* as a set of practices that has been shown to increase project success rates from a strategic perspective (Serra and Kunc 2015). Th ese practices prioritize investments as required by business strategy and support eff ective delivery by focusing on creating strategic value for businesses. Th ey also ensure business operations realize expected benefi ts, even after the end of program and project lifecycles.