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Benefits Realisation Management and Strategic Project Success - Analysis of UK, USA and Brazil
This article is based on further analysis over the results of a research performed at the University of Warwick and participant of the PMI Survey Program, which had a paper awarded with the 2012 Postgraduate Student Award by the British Association for Project Management (Serra & Kunc, 2015; Serra & Kunc, 2013; Serra, 2012). It starts with an overview about some of the key Benefits Realisation Management (or Benefits Management) practices. Then, based on the analysis of 331questionnaires that were responded by Project Management practitioners in Brazil, United Kingdom and Unites States of America, it discusses the way these practices influence project success as well as the success perspectives influenced by these practices, and then it identifies some of the current gaps that can compromise project success from a strategic perspective. At the end, it presents new findings regarding the relationship between these practices and levels of Project Management qualification and different project types.