Day #12: BMR approaches

Sometimes it feels difficult to find proper realizations of BRM frameworks, or at least fully real cases. This is why I found this research paper very interesting: A Benefits Realization Management Building Information Modeling Framework for Asset Owners. It is published by Elsevier and the full article may be accessed for free by institutional sign in through some universities. 

The idea is that business value can be obtained from investing in BIM (Building Information Framework). Since BRM is a process that helps to make sure that expected benefits are achieved, it is applied to this particular case, by implementing the framework. More information can of course be found in the paper itself, 10 pages of great detail, yet one of the most educative figures is Table 1, which I include here:

Approach  [Reference]	Key features
Active Benefits Management (ABM) [22]	• Establishes ABM in the context of business change • Business change needed to address strategy • Relationship between change and benefits
Cranfield Process Model [10]	• Potential benefits are identified, plan devised for their realization,  plan is executed and results reviewed and evaluated • Diagnose why some projects are successful in delivering benefits • Monitoring and feedback
Benefits Realization Approach (BRA) [23]	• Shift from a sole focus on project management to  business program management, disciplined portfolio  management, and governance • Success of BRA depends on measurement, accountability  and proactive change management
Process of Active Benefits Realization [24]	• Process of managing information systems development  through a continuous process of evaluation (i.e. iterative  • Active participation of stakeholders • Direct and continuous focus on benefits
Benefits Management Life Cycle [25]	• Planning alignment between IT and business strategy • Systems analysis • Identifying and managing change • On-going review of benefits
Benefits Realization: Best Practice [26]	• Continuous process that focuses on capabilities and  learning • Process of benefits planning, delivery and review
Benefits Breakdown Hierarchy [20], [27]	• Management and monitoring of benefits during the  initiation and execution • Value path relationship between benefit and project  forms a hierarchical benefits structure • Creation of capabilities to deliver projects
Benefits Realization Management [15]	• Identifying and engaging stakeholder • Establishment of vision and objectives • Management of expectations • Using measures to track performance
Benefits Realization Capability Model	• Capability is enacted through and defined by the  realization of competencies • Competencies are enacted through and define by  practices which are underpinned by knowledge, skills,  experience and behaviors

There you can see several benefits management realization approaches, with their key features and the bibliographical reference, included in the paper of course.

I think this may be quite illustrative about how BRM frameworks can be implemented.