Benefits are measurable improvements that result from project outcomes. There is an emphasis in clinical trials literature that clinical trial benefits must always outweigh the risks yet there is limited clarity on processes to manage and ensure delivery of those benefits. With uncertainty around the delivery of clinical trial benefits, it is worth adopting a balanced management approach. This study looked to establish whether there were any comprehensive benefits management processes in HIV clinical trials and compared these practices to those described in the literature. Methods: To assess the current benefits management practices used to manage HIV clinical trials, a cross-sectional study used a critical review of clinical trials guidelines and publications as well as an online survey that was distributed to stakeholders in clinical trials management. Results: The critical review of the guidelines and literature revealed a high emphasis on risk benefit assessment, but very limited mention of the processes used for the assessment and management of those risks and benefits. The diverse group of clinical trials managers that responded to the online survey were involved at the strategic level of their respective clinical trials and 74% of them had never heard of Benefits Realization Management (BRM) and BRM processes. The respondents however, acknowledged that their lack of awareness did not necessarily mean lack of existence of BRM or BRM processes in HIV clinical trials. There were aspects of benefits management practices in clinical trials that were found to be similar to those in literature and other industries such as benefits planning, benefits identification, benefits review, setting time scale to benefits realization and allocating benefits champions. Even though there was confidence from the respondents in how clinical trial benefits were managed and in clinical trials delivering their promise, the respondents still believed there was room for improvement in the current BRM processes. Conclusion: BRM processes are not readily visible or documented in HIV clinical trials. There is a management bias towards safety and ethics in clinical trials which seems to have resulted in limited focus on benefits management. Compared to other industries, there appears to be more room and opportunity to implement published BRM processes. The findings from this study will serve as a starting point for future studies on how BRM can be incorporated into current management practices in order to achieve the most out of clinical trials.

El trabajo de investigación desarrollado a continuación tiene como finalidad evidenciar que la implementación de los estándares y buenas prácticas recomendadas en la guía del PMBOK® 6ª edición, aplicando el enfoque del PMI, resulta útil para la implementación de obras marinas, como en el caso del Astillero Naval del Callao, generando un precedente en la bibliografía a consultar para el desarrollo de futuras obras de este tipo. A partir de la 6ª edición, el director de proyecto asume nuevos roles, y se convierte en el nexo entre la organización y el proyecto, para maximizar el aprovechamiento del beneficio que el proyecto genere para la organización. Este trabajo pretende ilustrar como en el caso de la dirección de proyectos de obras marinas se aplica este nuevo enfoque, identificando los beneficios que la organización desea obtener del proyecto y describiendo las características que el director de proyecto debe tener en cuenta para cumplir este nuevo rol. En este trabajo se evidencia, entre otras cosas, la importancia de convocar y seleccionar proveedores especializados en obras acuáticas, así como contar con una supervisión especializada. Este proyecto que se suma a la infraestructura portuaria del país, y su ejecución se convierte en referente para nuevos proyectos como el caso del Puerto San Martín o el Terminal Portuario Salaverry, los cuales se desarrollarán en los próximos años y requerirán no solamente de personal calificado, sino además de toda la información registrada de obras anteriores que puedan servir de base de lecciones aprendidas a futuro para una ejecución eficiente. / The research work developed below has as purpose prove that the implementation of the standards and good practices recommended in the PMBOK® Guide 6th edition, applying the PMI approach, is useful for implementation of navy projects, as in the case of the Callao Shipyard Naval, generating a precedent in the bibliography to consult for the development of future projects of this type. Since the 6th edition, the project manager assumes new roles and becomes the nexus between the organization and the project, to maximize the use of the benefit that the project generates for the organization. This work aims to illustrate how this new approach is applied in the case of project management in navy projects, identifying the benefits than organization wishes to obtain from the project and describing the characteristics that the project manager must take into account in order to fulfill this new role. This paper demonstrates, among other things, the importance of calling and selecting specialized suppliers in waterworks, as well as having specialized supervision. This project that is added to the port infrastructure of the country, and its execution becomes a reference for new projects such as the case of Puerto San Martín or the Salaverry Port Terminal, which will be developed in the coming years and will require not only qualified personnel, but also all the registered information of previous works that can serve as a base of lessons learned in the future for an efficient execution. / Trabajo de Investigación