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Benefit Realisation Management: A Practical Guide to Achieving Benefits through Change, 2nd Edition
Ashgate Publishing, May 2010, Pages: 394
The first edition of Gerald Bradley's Benefit Realisation Management quickly established itself as the definitive, practical guide to using measures to track performance throughout the life of a project or programme; enabling organisations to eliminate wasted investment, realise more benefits and realise them earlier.
The second edition takes you step-by-step through the benefits realisation process, explaining along the way, how to:
- define your projects and programmes by mapping the benefits
- produce a convincing and accurate business case
- communicate the benefits and get all your stakeholders on board
- agree the measures you will use to encourage the desired behaviours, to monitor progress and to assess the ultimate success of the project or programme
- use the benefits realisation approach to understand and address the human aspects of the project, including resistance to change, training needs and new ways of working
- integrate this approach into your organisation's culture and systems
The second edition includes expanded guidance on benefits realisation for portfolio management and includes revisions to the original text along with additional case study examples. The text of the latest edition is now printed in four-colour which make the detailed and varied benefit maps throughout the text immediately more striking and comprehensible.
The benefits realisation management methodology fits closely with existing programme and project management approaches such as MSP and Prince 2, making it appropriate for both public and private sector environments. If you are investing heavily in change management, IT infrastructure or project working, then this book is a must-read that will justify its price many times over.
Reviews of the first edition:
'What spurred me to open the book and delve into its contents was the fact I had heard Gerald Bradley speak at the BPPM summit at Heathrow earlier in the year and had found that talk both interesting and practical in providing a way into benefit management.
I am pleased I made the effort. The book brings together in one place everything you might need to implement successful benefit realisation. It is easy to read and logically structured...Sometimes a book will be published that fills a need within the market. This book is one of those. It provides a master class on the subject, enabling understanding and providing the tools to allow project managers to implement practical and viable processes to identify, track and measure benefits. If you buy one book on benefit realisation management for your organisation then I suggest you buy this.'
– ed Burney-Cumming in Project
'I read the book with keen interest as somebody who has been heavily involved in bringing about change and ensuring benefits required by Directors are achieved. Whilst reading I have frequently said to myself 'if only I had known, appreciated that at the time'. The book is a source of many useful and practical insights for any individual or organisation really wanting to achieve the benefits they expect of their change initiatives. It is not a book of theory but one of practical application and how to overcome the inevitable pitfalls that will be experienced in successfully bringing about change.
You might not agree with all the points Gerald makes but you will find his ideas and comments challenging and thought provoking. I thoroughly recommend the book for those facing the challenge of supporting their organisation in realising its goals.'
- Brian Cowley, Head of Business Change, Friends Provident
'It is not just an investment in a management book, but this book is an investment in a technique that can be used, to add value to all the current and future change initiatives within an organization...More than just enjoyable for reading, this book is a complete tool kit for understanding and learning about the dynamics of change and for eliminating the frustrations associated with failure in achieving the desired results of any change initiative.'
- VISION. The Journal of Business Perspective (India)
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