The characteristics of benefits realization in the context of portfolio/program/project management maturity models.

Organizations have embraced benefits realization as a key strategy to obtain and sustain beneficial program and project outcomes in uncertain environments. To manage projectbased organizations effectively, to deliver outputs within the criteria of scope, time, and cost, and to realize and sustain benefits successfully, merging benefits management (BM) with traditional project management is inevitable. To handle this issue, matured organizational governance is needed to guide all those who are involved from defining intended values to achieving business outcomes. This governance can help organizations to determine their level of BM maturity, and how they can evaluate their BM strengths and weaknesses. The purpose of this article is to define the level of BM maturity in the context of traditional portfolio/program/project management in different kinds of maturity models. This research outlines where portfolio, program, and project maturity models stand from BM perspective. This research reviews and assesses maturity models; Portfolio, Programme and Project Management Maturity Model (P3M3); Project Management Maturity Model (PMMM); Organizational Project Management Maturity Model (OPM3); Capability Maturity Model Integration (CMMI); and Project Management Process Maturity (PM)2 model to find the level of benefits management popularity in maturity models, and reviews Benefits Realization Management practice guide. [ABSTRACT FROM AUTHOR]