Every change program has to have deliver something – a new service, a new process, increased market share, and so on. But how do you know what the benefits are? How do you identify them, develop them and measure them to ensure your program has achieved its 'end-state'?

This paper first sets out the context of why benefits realization should be managed, what problems are faced if you don’t manage them and finally produce an example of an approach to a benefits realization management process.