Gerald Bradley has been pioneering and developing the thinking on benefit realisation for 20 years. He founded Sigma as a consultancy and training organisation to focus exclusively on Benefit Realisation Management. During the past 20 years the company has had the opportunity, under Gerald's leadership, to develop and refine the concepts and the practicalities of benefit realisation, through application to a wide variety of large projects and programmes for major organisations from both public and private sectors. Gerald's ideas and experience have had considerable impact on both business and academic thinking and he is now regarded as one of the leading experts in the field.

Reviews of the first edition: 'What spurred me to open the book and delve into its contents was the fact I had heard Gerald Bradley speak at the BPPM summit at Heathrow earlier in the year and had found that talk both interesting and practical in providing a way into benefit management. I am pleased I made the effort. The book brings together in one place everything you might need to implement successful benefit realisation. It is easy to read and logically structured...Sometimes a book will be published that fills a need within the market. This book is one of those. It provides a master class on the subject, enabling understanding and providing the tools to allow project managers to implement practical and viable processes to identify, track and measure benefits. If you buy one book on benefit realisation management for your organisation then I suggest you buy this.' - ed Burney-Cumming in Project 'I read the book with keen interest as somebody who has been heavily involved in bringing about change and ensuring benefits required by Directors are achieved. Whilst reading I have frequently said to myself "if only I had known, appreciated that at the time". The book is a source of many useful and practical insights for any individual or organisation really wanting to achieve the benefits they expect of their change initiatives. It is not a book of theory but one of practical application and how to overcome the inevitable pitfalls that will be experienced in successfully bringing about change. You might not agree with all the points Gerald makes but you will find his ideas and comments challenging and thought provoking. I thoroughly recommend the book for those facing the challenge of supporting their organisation in realising its goals.' Brian Cowley, Head of Business Change, Friends Provident 'It is not just an investment in a management book, but this book is an investment in a technique that can be used, to add value to all the current and future chang

• Part I Fundamentals and Foundations of Benefit Realisation; Chapter 1 Today’s Biggest Challenge; Chapter 2 Stakeholders; Chapter 3 Benefit Realisation; Chapter 4 Overview of Benefit Realisation Management (BRM); Chapter 5 Project and Programme Fundamentals; Chapter 6 Some Key Benefit Realisation Management (BRM) Roles and Responsibilities; Chapter 7 Planning and Preparing for Success; Part II The Application of BRM to Programmes and Projects; Chapter 8 Vision and Objectives; Chapter 9 Benefits; Chapter 10 Measures; Chapter 11 Identifying and Assessing Benefit Dependencies – Changes; Chapter 12 Structuring Change Delivery; Chapter 13 Valuing, Assessing and Optimising the Whole Investment; Chapter 14 The Time for Action – Change Management; Chapter 15 Benefit Tracking and Reporting; Chapter 16 Risks and Issues; Chapter 17 Governance, Programme Assurance and Gateways; Chapter 18 Benefit Realisation Management (BRM)-related Documents; Chapter 19 The Benefit Realisation Plan (BRP); Chapter 20 The Stakeholder Management Strategy and Plan; Chapter 21 The Blueprint; Chapter 22 The Business Case; Chapter 23 The Change/Benefit Realisation Management (BRM) Process; Part III The Application of Benefit Realisation Management (BRM) to Portfolio Management; Chapter 24 Maintaining an Optimum Change Portfolio; Part IV Embedding Benefit Realisation Management (BRM) Within an Organisation; Chapter 25 Embedding Benefit Realisation Management (BRM) Within an Organisation; Chapter 26 Prerequisites – Culture and Leadership; Chapter 27 Dangers of Giving Financial Values to Non-Cashable Benefits; Chapter 28 How Benefit Realisation Management (BRM) Fits with Other Approaches; Chapter 29 Requirements for Software to Support the Process; Chapter 30 Case Examples; Chapter 31 In a Nutshell;

Gerald Bradley has been pioneering and developing the thinking on benefit realisation for 20 years. He founded Sigma as a consultancy and training organisation to focus exclusively on Benefit Realisation Management. During the past 20 years the company has had the opportunity, under Gerald's leadership, to develop and refine the concepts and the practicalities of benefit realisation, through application to a wide variety of large projects and programmes for major organisations from both public and private sectors. Gerald's ideas and experience have had considerable impact on both business and academic thinking and he is now regarded as one of the leading experts in the field.

Reviews of the first edition: 'What spurred me to open the book and delve into its contents was the fact I had heard Gerald Bradley speak at the BPPM summit at Heathrow earlier in the year and had found that talk both interesting and practical in providing a way into benefit management. I am pleased I made the effort. The book brings together in one place everything you might need to implement successful benefit realisation. It is easy to read and logically structured...Sometimes a book will be published that fills a need within the market. This book is one of those. It provides a master class on the subject, enabling understanding and providing the tools to allow project managers to implement practical and viable processes to identify, track and measure benefits. If you buy one book on benefit realisation management for your organisation then I suggest you buy this.' - ed Burney-Cumming in Project 'I read the book with keen interest as somebody who has been heavily involved in bringing about change and ensuring benefits required by Directors are achieved. Whilst reading I have frequently said to myself "if only I had known, appreciated that at the time". The book is a source of many useful and practical insights for any individual or organisation really wanting to achieve the benefits they expect of their change initiatives. It is not a book of theory but one of practical application and how to overcome the inevitable pitfalls that will be experienced in successfully bringing about change. You might not agree with all the points Gerald makes but you will find his ideas and comments challenging and thought provoking. I thoroughly recommend the book for those facing the challenge of supporting their organisation in realising its goals.' Brian Cowley, Head of Business Change, Friends Provident 'It is not just an investment in a management book, but this book is an investment in a technique that can be used, to add value to all the current and future chang

• Part I Fundamentals and Foundations of Benefit Realisation; Chapter 1 Today’s Biggest Challenge; Chapter 2 Stakeholders; Chapter 3 Benefit Realisation; Chapter 4 Overview of Benefit Realisation Management (BRM); Chapter 5 Project and Programme Fundamentals; Chapter 6 Some Key Benefit Realisation Management (BRM) Roles and Responsibilities; Chapter 7 Planning and Preparing for Success; Part II The Application of BRM to Programmes and Projects; Chapter 8 Vision and Objectives; Chapter 9 Benefits; Chapter 10 Measures; Chapter 11 Identifying and Assessing Benefit Dependencies – Changes; Chapter 12 Structuring Change Delivery; Chapter 13 Valuing, Assessing and Optimising the Whole Investment; Chapter 14 The Time for Action – Change Management; Chapter 15 Benefit Tracking and Reporting; Chapter 16 Risks and Issues; Chapter 17 Governance, Programme Assurance and Gateways; Chapter 18 Benefit Realisation Management (BRM)-related Documents; Chapter 19 The Benefit Realisation Plan (BRP); Chapter 20 The Stakeholder Management Strategy and Plan; Chapter 21 The Blueprint; Chapter 22 The Business Case; Chapter 23 The Change/Benefit Realisation Management (BRM) Process; Part III The Application of Benefit Realisation Management (BRM) to Portfolio Management; Chapter 24 Maintaining an Optimum Change Portfolio; Part IV Embedding Benefit Realisation Management (BRM) Within an Organisation; Chapter 25 Embedding Benefit Realisation Management (BRM) Within an Organisation; Chapter 26 Prerequisites – Culture and Leadership; Chapter 27 Dangers of Giving Financial Values to Non-Cashable Benefits; Chapter 28 How Benefit Realisation Management (BRM) Fits with Other Approaches; Chapter 29 Requirements for Software to Support the Process; Chapter 30 Case Examples; Chapter 31 In a Nutshell;

Gerald Bradley has been pioneering and developing the thinking on benefit realisation for 20 years. He founded Sigma as a consultancy and training organisation to focus exclusively on Benefit Realisation Management. During the past 20 years the company has had the opportunity, under Gerald's leadership, to develop and refine the concepts and the practicalities of benefit realisation, through application to a wide variety of large projects and programmes for major organisations from both public and private sectors. Gerald's ideas and experience have had considerable impact on both business and academic thinking and he is now regarded as one of the leading experts in the field.

Reviews of the first edition: 'What spurred me to open the book and delve into its contents was the fact I had heard Gerald Bradley speak at the BPPM summit at Heathrow earlier in the year and had found that talk both interesting and practical in providing a way into benefit management. I am pleased I made the effort. The book brings together in one place everything you might need to implement successful benefit realisation. It is easy to read and logically structured...Sometimes a book will be published that fills a need within the market. This book is one of those. It provides a master class on the subject, enabling understanding and providing the tools to allow project managers to implement practical and viable processes to identify, track and measure benefits. If you buy one book on benefit realisation management for your organisation then I suggest you buy this.' - ed Burney-Cumming in Project 'I read the book with keen interest as somebody who has been heavily involved in bringing about change and ensuring benefits required by Directors are achieved. Whilst reading I have frequently said to myself "if only I had known, appreciated that at the time". The book is a source of many useful and practical insights for any individual or organisation really wanting to achieve the benefits they expect of their change initiatives. It is not a book of theory but one of practical application and how to overcome the inevitable pitfalls that will be experienced in successfully bringing about change. You might not agree with all the points Gerald makes but you will find his ideas and comments challenging and thought provoking. I thoroughly recommend the book for those facing the challenge of supporting their organisation in realising its goals.' Brian Cowley, Head of Business Change, Friends Provident 'It is not just an investment in a management book, but this book is an investment in a technique that can be used, to add value to all the current and future chang

• Part I Fundamentals and Foundations of Benefit Realisation; Chapter 1 Today’s Biggest Challenge; Chapter 2 Stakeholders; Chapter 3 Benefit Realisation; Chapter 4 Overview of Benefit Realisation Management (BRM); Chapter 5 Project and Programme Fundamentals; Chapter 6 Some Key Benefit Realisation Management (BRM) Roles and Responsibilities; Chapter 7 Planning and Preparing for Success; Part II The Application of BRM to Programmes and Projects; Chapter 8 Vision and Objectives; Chapter 9 Benefits; Chapter 10 Measures; Chapter 11 Identifying and Assessing Benefit Dependencies – Changes; Chapter 12 Structuring Change Delivery; Chapter 13 Valuing, Assessing and Optimising the Whole Investment; Chapter 14 The Time for Action – Change Management; Chapter 15 Benefit Tracking and Reporting; Chapter 16 Risks and Issues; Chapter 17 Governance, Programme Assurance and Gateways; Chapter 18 Benefit Realisation Management (BRM)-related Documents; Chapter 19 The Benefit Realisation Plan (BRP); Chapter 20 The Stakeholder Management Strategy and Plan; Chapter 21 The Blueprint; Chapter 22 The Business Case; Chapter 23 The Change/Benefit Realisation Management (BRM) Process; Part III The Application of Benefit Realisation Management (BRM) to Portfolio Management; Chapter 24 Maintaining an Optimum Change Portfolio; Part IV Embedding Benefit Realisation Management (BRM) Within an Organisation; Chapter 25 Embedding Benefit Realisation Management (BRM) Within an Organisation; Chapter 26 Prerequisites – Culture and Leadership; Chapter 27 Dangers of Giving Financial Values to Non-Cashable Benefits; Chapter 28 How Benefit Realisation Management (BRM) Fits with Other Approaches; Chapter 29 Requirements for Software to Support the Process; Chapter 30 Case Examples; Chapter 31 In a Nutshell;