Abstract
Project portfolio management ensures that the organisations undertake appropriate projects
by selecting and prioritising them and programme management ensures that benefits aligned
with the portfolio are achieved which ultimately ensures the achievement of organisational
strategic objectives. Benefits Realisation Management (BRM) is an end-to-end process
undertaken throughout the project’s lifecycle and after the project’s closure, ensuring that the
intended benefits are delivered to the organisation. From the literature it was deduced that
BRM has become the driver for project success instead of the traditional measures of time,
cost and scope. This research seeks to address the problem that Capex projects undertaken by
the organisation are not aligned to organisational strategy and therefore do not realise the
intended benefits. Through a case study approach the research findings indicated that overall,
the organisation investigated does align its projects to the organisation’s strategy in order to
deliver the intended benefits. There were however areas of concern in relation to defining and
communicating the organisation’s strategy as well as its selecting and prioritising projects
and the measurement and tracking of benefits.
M.Ing. (Engineering Management)