We have been speaking about BRM, Benefits Realization Management, in class. According to the PMI-book ”BRM A practical guide” the need to ensure that the investments in portfolios, programs & projects lead to clear and sustainable benefits is greater than ever.
Lifting out BRM and discussing it as a separate subject feels kind of backwards to me. The intended benefits should align with strategic goals and initiatives according to the theory, and a documented plan over BRM drawn up. That seems foreign somehow.
But put it like this instead. Imagine a company that has decided to implement a new ERP system. The need for more cost control and effective operations to survive the competition makes it the most prioritized project.
More cost control and effective operations are great benefits, but highest on the BRMs list of benefits in this example are:
1. Increased customer satisfaction.
Hm, what to do…. Should the company not implement the ERP system next? Should some employee delete the BRM-plan by misstake?
I’ll tell you what my thouhts about it is tomorrow. But it has to do with the header of this post 😉
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