Relating three prominent program-related benefits management / realisation processes

with a basic organisational strategic management sequence



By Alan Stretton, PhD (Hon)

Sydney, Australia




In two recent articles in this journal (Stretton 2020e, i), I have discussed the question of responsibilities for benefits realization management (BRM), primarily in the context of commercial types of strategic initiatives, of relatively modest size. It was found that project/ program management seldom has actual responsibility for the ultimate realisation of benefits, which typically lies with user groups.

However, it was also noted that, even when it has no such direct responsibility, project/ program managers should always have the final usage of, and benefits from, their outputs prominently in mind at all stages of developing and executing their projects/ programs. It was further noted that this need has been emphasised in several important publications, particularly on program management, and I indicated an intention to discuss this, and some related issues, in a following article.

This article discusses three such prominent program-related benefits management/ realisation processes, and relates these with the following basic organisational strategic management sequence which I have been using for some time.

Figure 1: A basic organisational strategic management sequence

We will first overview these three prominent sets of processes from the literature. We then discuss them in more detail, both in terms of how they relate to each other, and to the various stages of this organisational strategic management sequence


Benefits realisation process: OGC 2007

The title of this very substantial and widely used OGC 2007 publication is Managing Successful Programmes. As the title indicated, it is primarily concerned with programs, and the following Benefits realisation process adapted from its Figure 7.9, is concerned with the role of program management in the context of this process.

Figure 2: Adapted from OGC 2007: Figure 7.9 Benefits realisation process

It is immediately evident that the components of this process follow much the same pattern as the above organisational strategic management sequence. In particular, its Vision Statement is a commonly cited starting point for most organizational strategic management processes. We will be discussing this further shortly.

It is also evident that program management is brought into these processes very early indeed – an issue which we will also be discussing in more detail shortly.

Benefits management process: APM 2012

The following process derives from the UK’s Association for Project Management’s publication APM Body of Knowledge (6th Edition) – another prominent publication.


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How to cite this paper: Stretton, A. (2020). Relating three prominent program-related benefits management/ realisation processes with a basic organisational strategic management sequence; PM World Journal, Volume IX, Issue IX, September. Available online at https://pmworldlibrary.net/wp-content/uploads/2020/08/pmwj97-Sep2020-Stretton-Relating3-BRM-processes-with-organizational-strategic-management.pdf



About the Author

Alan Stretton, PhD    

Faculty Corps, University of Management
and Technology, Arlington, VA (USA)
Life Fellow, AIPM (Australia)


 Alan Stretton is one of the pioneers of modern project management.  He is currently a member of the Faculty Corps for the University of Management & Technology (UMT), USA.  In 2006 he retired from a position as Adjunct Professor of Project Management in the Faculty of Design, Architecture and Building at the University of Technology, Sydney (UTS), Australia, which he joined in 1988 to develop and deliver a Master of Project Management program.   Prior to joining UTS, Mr. Stretton worked in the building and construction industries in Australia, New Zealand and the USA for some 38 years, which included the project management of construction, R&D, introduction of information and control systems, internal management education programs and organizational change projects.  He has degrees in Civil Engineering (BE, Tasmania) and Mathematics (MA, Oxford), and an honorary PhD in strategy, programme and project management (ESC, Lille, France).  Alan was Chairman of the Standards (PMBOK) Committee of the Project Management Institute (PMI®) from late 1989 to early 1992.  He held a similar position with the Australian Institute of Project Management (AIPM), and was elected a Life Fellow of AIPM in 1996.  He was a member of the Core Working Group in the development of the Australian National Competency Standards for Project Management.  He has published over 200 professional articles and papers.  Alan can be contacted at alanailene@bigpond.com.au.

To see more works by Alan Stretton, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/alan-stretton/.