A cross-national comparison of public project benefits management practices – the effectiveness of benefits management frameworks in application

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dc.contributor.authorWilliams, Terry
dc.contributor.authorVo, Hang
dc.contributor.authorBourne, Mike
dc.contributor.authorBourne, Pippa
dc.contributor.authorCooke-Davies, Terry
dc.contributor.authorKirkham, Richard
dc.contributor.authorMasterton, Gordon
dc.contributor.authorQuattrone, Paolo
dc.contributor.authorValette, Jason
dc.date.accessioned2020-07-03T14:48:16Z
dc.date.available2020-07-03T14:48:16Z
dc.date.freetoread2020-09-26
dc.date.issued2019-09-25
dc.description.abstractBenefits are the principal reason why an organization may seek to enact change through programmes and projects. The discipline of identification, definition, planning, tracking and realization of benefits is recognized to be instrumental in achieving organizational strategy. In this study, we describe the results of a cross-national comparison of public sector benefits management (BM) practices in Australia, Canada, the UK and the USA. It explores ‘BM practices in action’, considering to what extent ‘espoused’ or ‘mandated’ frameworks are actually practised and perceived by their users. Employing qualitative analysis, semi-structured interview data were analysed from 46 participants with experience in sponsoring, managing and/or reviewing government projects. The results expose considerable variation in the adoption and standardization of BM frameworks from inter and intragovernmental perspectives. We evidence a strong focus on benefits identification across the data set, specifically at the outset (the business case stage seeking project approval) and observe deterioration in focus as the project or programme progresses through the authorization (or assurance) approval gates towards close-out and operations. The results further emphasize the prominence of political interest, leadership buy-in, a benefits-driven culture and a transparent benefits reporting mechanism in the implementation of ‘effective’ BM frameworksen_UK
dc.identifier.citationWilliams T, Vo H, Bourne M, et al., (2020) A cross-national comparison of public project benefits management practices – the effectiveness of benefits management frameworks in application. Production Planning and Control, Volume 31, Issue 8, pp. 644-659en_UK
dc.identifier.cris27416948
dc.identifier.issn0953-7287
dc.identifier.urihttps://doi.org/10.1080/09537287.2019.1668980
dc.identifier.urihttp://dspace.lib.cranfield.ac.uk/handle/1826/15525
dc.language.isoenen_UK
dc.publisherTaylor and Francisen_UK
dc.rightsAttribution-NonCommercial 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc/4.0/*
dc.subjectpublic projectsen_UK
dc.subjectbenefits realizationen_UK
dc.subjectbenefits managementen_UK
dc.subjectproject outcomesen_UK
dc.subjectProject benefitsen_UK
dc.titleA cross-national comparison of public project benefits management practices – the effectiveness of benefits management frameworks in applicationen_UK
dc.typeArticleen_UK

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