Programmes or Projects?
Benefits management should be undertaken by both programmes and projects. The actual process is largely the same for both, but often the context for meaningful benefit realisation as part of a large change initiative will be at the programme level. The programme provides a framework within which its projects can be managed and alligned so that benefits realisation can be planned and realised at the optimum level. In keeping with the general approach to best practice, the level of detail and time/effort expended should be commensurate with the overall cost and importance of the enterprise. Additional work is often required at the outset, but this period of 'acute pain' should mean that the longer term consequences of unresolved issues and deferred decisions (ie 'chronic pain') can be kept to a minimum.