The Development of a Roadmap for Project Management Framework and Processes In recent years, competitive environments require organisations to have a plan looking at the future. Projectbased organisations are no exception to this rule and need an effective project management (PM) plan. They need a bespoke frameworks and processes to guarantee successful projects. Nowadays, some organizations have a wrong perspective on using PM frameworks. They just use PM framework, which are available in market, without any tailoring and plan. They need to have a plan not only to customize PM frameworks and processes but also to make an integration between different parts of an organization. An effective Project Management Roadmap (PMR) can enable organizations to overcome this issue. It creates a forwardlooking map to improve PM processes to get more value from investments in portfolios of projects. This paper proposes a useful model to help organizations develop their PMR. This model considers internal and external environmental factors, PM frameworks and processes, potential portfolios of projects, and organization infrastructures as main layers to develop a bespoke PMR for organizations. It makes an integration between all parts of an organization and shows its future PMR as well.

Benefits Management in Infrastructure Projects: Towards a Best Practice Framework Realization of project benefits is considered to be a reflection of project success and is therefore directly linked to organisational performance. However, the failure of projects to achieve their expected outcomes continues to remain a concern, particularly for publicly funded projects. An emerging body of literature suggests that the assessment of a projectu0027s capacity to deliver organizational outcomes should be considered within the broader context of xe2x80x98project benefit realisationxe2x80x99 or xe2x80x98project benefit managementxe2x80x99. This paper first develops a conceptual framework capturing the various elements and perspectives of project benefits management applicable to infrastructure projects, and then validates it using empirical data drawn from multiple sources within public sector infrastructure organisations. The findings indicate that pursuance of the proposed framework could support the delivery of improved project outcomes. The empirical evidence further suggests that although the framework holds merit and is well received by project management professionals, its adoption would entail a significant cultural shift in organisations.