B enefits feature prominently in business cases and gateway reviews, but do they happen in reality? And why does anyone care?

Benefits and Value are the reasons we do projects and programmes, why we do change and make investment. All too often, project managers focus on reaching the next milestone within tolerance. The specification drifts and the original objectives get missed.

To improve the success rate, most investment and change are now managed in portfolios and programmes. Benefits management is the definition, and progressive realisation, of objectives, and applying it correctly will improve success rates, improve profitability, and of course the project manager’s reputation and career trajectory. It's a “life skill for all”.

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