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Benefits realisation management (BRM) (also benefits management or benefits realisation) is one of the many ways of managing how time and resources are invested into making desirable changes. The popularity of BRM grew in the UK with the inclusion of BRM by the UK Government in their standardised approach to programmes, ''Managing Successful Programmes (MSP).''〔OGC (2003) ''Managing Successful Programmes'', London, The Stationery Office.〕 BRM practices aim to ensure the alignment between project outcomes and business strategies and has been shown to increase project success across different countries and industries.〔Serra, C. E. M. & Kunc, M., 2014. Benefits Realisation Management and its influence on project success and on the execution of business strategies. International Journal of Project Management, Issue http://dx.doi.org/10.1016/j.ijproman.2014.03.011.〕 The Project Management Institute (PMI) identified that only one in five organisations report high maturity in Benefits Realisation.〔Project Management Institute, Pulse of the Profession, PMI, Newtown Square, PA, 2014. http://www.pmi.org/Learning/Pulse.aspx〕 == Overview == As with all project management methodologies, BRM has clear roles and responsibilities, processes, principles and deliverables. BRM is used to manage the investment by organizations in procurement, projects, programmes and portfolios. BRM is also used to ensure the organization maintains a benefits focus during continuing business operations. Outcomes are changes identified as important by stakeholders and can be strategic or non-strategic. A benefit is a measurable positive impact of change. A dis-benefit is a measurable negative impact of change.〔Thorp, J. (1998) The Information Paradox – realizing the business benefits of information technology, Toronto, Canada, McGraw-Hill.〕 Successful BRM requires accountable people, relevant measures and proactive management. A generic BRM process is to:〔 * Identify the investment outcomes * Define benefit measures for each outcome * Collect current benefit measure data to have a quantitative basis for decision making * Agree a tailored BRM approach for this investment * Plan the new or changed capabilities necessary to realize the benefits * Plan the investments needed to make the changes necessary to create or change the capabilities * Optimize the plan to reduce waste and have acceptable levels of resource, risk, cost, quality and time * Implement the plan * Review the impact of the plan implementation on the Benefit Measures and use insights to improve * On completion of the plan, ensure BRM continues to sustain the capabilities and realisation of benefits To identify the investment outcomes, pictorial views of the outcomes of interest on an ''outcome map'' (also called a ''results chain'',〔 ''benefits dependency network'' 〔Ward, J. and Murray, P. (1997), Benefits Management: Best Practice Guidelines. Cranfield School of Management, Information Systems Research〕 or ''benefit map''〔Bradley, G. (2006), Benefit Realisation Management – A practical guide to achieving benefits through change, Gower, Hampshire.〕) can be created. This technique supports agreement of the outcomes sought as it shows the outcomes and relationships between them on a single page. They can be agreed upon and communicated clearly as a result. Data can then be captured either separately or within a suitable modelling tool for each outcome that will include the benefit measures used for each, ownership and accountability information and information to support realisation management. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「benefits realisation management」の詳細全文を読む スポンサード リンク
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