RULES AND VIOLATIONS IN BUYING AND SELLING: RETHINKING BENEFITS MANAGEMENT AND CONTROL PRACTICES

Companies tend invest a lot of funds in strategic change yearly with the hope of realising benefits that includes continuous improvement and heightened stakeholders’ satisfaction. As the rate of change accelerates, these companies tend to gain competitive advantage by way of effectively adapting and managing change that breeds biased routines in processes. In so doing, benefits management has arguably become a trigger for understanding the rules and violations of buying and selling in the Management of Project (MOP). This research effort was aimed to understand the strength and weakness of formal and informal ties using a dramaturgical approach. Preliminary findings from mapping up and down the supply chain of a single case study revealed evidences of confirmatory bias and over reliance on established and widely accepted change control tools like earned value management (EVM). The full implication of this on-going PhD study points at serious tension at change control interfaces that require the rethinking of benefits realisation.