Success determinants of benefits realisation management : a South African context
Although benefits realisation management was developed and has been practised for over 20 years, its adoption and implementation have been low and ineffective. Most organisations lack matured BRM process, with only 40% of projects aligned to organisational strategy. Matured organisations have implem...
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| Language: | en |
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University of Pretoria
2021
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| Online Access: | http://hdl.handle.net/2263/79654 Sehlabela, P 2020, Success determinants of benefits realisation management : a South African context, MBA Mini Dissertation, University of Pretoria, Pretoria, viewed yymmdd <http://hdl.handle.net/2263/79654> |
| Summary: | Although benefits realisation management was developed and has been practised for over 20 years, its adoption and implementation have been low and ineffective. Most organisations lack matured BRM process, with only 40% of projects aligned to organisational strategy. Matured organisations have implemented strong governance, which leads to the prioritisation of projects with relevant benefits. However, most organisations lack this competency and hence struggle to gain acceptance. On the other hand, academia has focused on how benefits are established and have ignored BRM adoption and implementation challenges. This creates a gap between theory and practises of BRM. Furthermore, few studies focus on BRM change management, benefit measurement, and benefit ownership and capabilities to enhance adoption and implementation. Thus, this study explored the critical elements that enhance BRM adoption and implementation within organisations.
A qualitative, exploratory research method was adopted for this study. The use of the semi-structured, open-ended questionnaire, with 14 BRM experts, executives, programme directors and managers were interviewed. The participants represented six different sectors across South Africa, including banking, state-owned enterprises (SOE), financial services, insurance, consulting services and logistics.
The results firstly reflected that stakeholder awareness, buy-in and change management strategies enhance BRM adoption in organisations. Secondly, participants highlighted that BRM ownership and benefit measurement are critical elements that enhance implementation. Thirdly, benefits identification should be aligned with organisational strategy and should be supported by a feasible and viable business case. Fourth, adequate benefit planning, execution and tracking should be carried out to support BRM implementation. Lastly, BRM should be associated with value management which is a well-known concept, and this enhances its adoption.
The study concluded with a BRM adoption and implementation framework aimed to assist organisations to practically identify, prioritise and address BRM adoption and implementation challenges in organisations. The study contributed towards academic literature and extended the Crainfield BRM framework. === Mini Dissertation (MBA)--University of Pretoria, 2020. === pt2021 === Gordon Institute of Business Science (GIBS) === MBA === Unrestricted |
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