Benefit Realisation Management

Gerald Bradley has been pioneering and developing the thinking on benefit realisation for 20 years. He founded Sigma as a consultancy and training organisation to focus exclusively on Benefit Realisation Management. During the past 20 years the company has had the opportunity, under Gerald's leadership, to develop and refine the concepts and the practicalities of benefit realisation, through application to a wide variety of large projects and programmes for major organisations from both public and private sectors. Gerald's ideas and experience have had considerable impact on both business and academic thinking and he is now regarded as one of the leading experts in the field.

Part I Fundamentals and Foundations of Benefit Realisation; Chapter 1 Today’s Biggest Challenge; Chapter 2 Stakeholders; Chapter 3 Benefit Realisation; Chapter 4 Overview of Benefit Realisation Management (BRM); Chapter 5 Project and Programme Fundamentals; Chapter 6 Some Key Benefit Realisation Management (BRM) Roles and Responsibilities; Chapter 7 Planning and Preparing for Success; Part II The Application of BRM to Programmes and Projects; Chapter 8 Vision and Objectives; Chapter 9 Benefits; Chapter 10 Measures; Chapter 11 Identifying and Assessing Benefit Dependencies – Changes; Chapter 12 Structuring Change Delivery; Chapter 13 Valuing, Assessing and Optimising the Whole Investment; Chapter 14 The Time for Action – Change Management; Chapter 15 Benefit Tracking and Reporting; Chapter 16 Risks and Issues; Chapter 17 Governance, Programme Assurance and Gateways; Chapter 18 Benefit Realisation Management (BRM)-related Documents; Chapter 19 The Benefit Realisation Plan (BRP); Chapter 20 The Stakeholder Management Strategy and Plan; Chapter 21 The Blueprint; Chapter 22 The Business Case; Chapter 23 The Change/Benefit Realisation Management (BRM) Process; Part III The Application of Benefit Realisation Management (BRM) to Portfolio Management; Chapter 24 Maintaining an Optimum Change Portfolio; Part IV Embedding Benefit Realisation Management (BRM) Within an Organisation; Chapter 25 Embedding Benefit Realisation Management (BRM) Within an Organisation; Chapter 26 Prerequisites – Culture and Leadership; Chapter 27 Dangers of Giving Financial Values to Non-Cashable Benefits; Chapter 28 How Benefit Realisation Management (BRM) Fits with Other Approaches; Chapter 29 Requirements for Software to Support the Process; Chapter 30 Case Examples; Chapter 31 In a Nutshell;