Enhancing project benefit realization through integration of line managers as project benefit managers

Dupont, Dorthe H.; Eskerod, Pernille

doi:10.1016/j.ijproman.2015.10.009

Cited by 22 publications

(19 citation statements)

References 28 publications

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“…The benefit to be gained from projects can be defined as the flows of value that arise from a project (Zwikael & Smyrk, 2012, p. 11). This may be measured in financial terms, such as increased revenue and cost savings, as well as nonfinancial terms, such as stakeholder satisfaction (Dupont & Eskerod, 2016; Laursen & Svejvig, 2016). However, harvesting the benefits of projects is a challenging endeavor, with a large number of projects failing to deliver the expected benefits, as noted in industry reports (e.g., Economist Intelligence Unit, 2016) and by scholars (e.g., Serra & Kunc, 2015).…”

Section: Introductionmentioning

confidence: 99%

The Long Road to Benefits Management: Toward an Integrative Management Model

Svejvig

Schlichter

2020

Project Management Journal

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This article reports on a four-year action research study, where the aims were to study benefits management at a detailed, practical level and to evaluate the benefits management practices applied. Synthesizing the insights from the study shows that the approach is dependent on the context and that the action research process was a challenging endeavor, but also that the project was successful with respect to improving performance. We provide a structured evaluation of the practiced process to uncover weaknesses and improve future interventions by suggesting an integrative management model with three layers: instrumental, practical, and reflective.

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Section: Introductionmentioning

confidence: 99%

The Long Road to Benefits Management: Toward an Integrative Management Model

Svejvig

Schlichter

2020

Project Management Journal

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“…Recent project management research literature differentiates the success of projects from that of project management. Researchers have emphasized PBM through case studies wherein despite meeting the iron triangle, the projects were deemed unsuccessful for failing to provide the formulated benefits (Chih & Zwikael, 2015; Dupont & Eskerod, 2016; Serra & Kunc, 2015; Zwikael, Meredith, & Smyrk, 2019). Importance of PBM surpasses the project level as it seeks to create ‘strategic value for the businesses […] to support the successful execution of business strategies’ (Serra & Kunc, 2015, p. 53).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Benefits Formulation in Construction Projects: An Exploratory Study through a Social Sustainability Perspective

Goel

Ganesh

Kaur

2020

IIM Kozhikode Society & Management Review

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Extant project management literature suggests that project benefits management (PBM) can facilitate social sustainability (SS) through benefits formulation for a wider set of project stakeholders. However, empirical evidence regarding the actual extent of SS considerations in benefits formulation is lacking, especially from large developing economies like India. To fill this gap, a SS-centric analysis of PBM plans of 80 construction projects has been conducted using content analysis to identify the benefits targeted at the internal and external stakeholders, viz., workers and project-affected community. The analysis reveals much higher occurrences of benefits for the affected community compared to those relating to the workers. The project proponents have highlighted the social relevance of projects mostly through ‘trickle down benefits’ – that may possibly accrue to the affected communities due to project investment – as compared to ‘co-created benefits’ – that empower the affected communities but require a deeper understanding of their needs and aspirations. ‘Local employment’ and ‘local business and economic growth’ are the most common benefits across projects. Three areas of improvement have been suggested in the benefits formulation process from a SS perspective – mandating worker-specific benefits, more focus on co-created benefits and specifying numeric measures of benefits along with timelines, to facilitate assessment of actual benefits realization during project implementation and operation phases. This study contributes to research literature on sustainable project management. Its findings offer useful implications for researchers, policymakers and project proponent organizations.

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“…Three sub-competencies are identified for the effectiveness unit of competence, namely, facilitation ability, initiative and change management. IT project managers are often required to act as a facilitator during a project's life cycle (Dupont & Eskerod 2016;Wideman 2002). This includes facilitating stakeholder communication and motivation, consensus building, expert consultation and problem solving.…”

Section: Unit Of Competence: Effectivenessmentioning

confidence: 99%