Purpose – This research aims to explore the effectiveness of utilising Benefits Realisation Management (BRM) as part of comprehensive success measures, emphasising the stage in-between appraisal and evaluation of projects in the UK public sector. Design/methodology/approach – The study is constructed as a qualitative case study. Semi-structured interviews are used as part of the inductive, exploratory approach to achieve the study's objectives. It employs an approach based on grounded theory for its analysis. Findings – This paper suggests that Benefits Realisation Management is not used effectively in the UK public sector during projects lifetime to control and monitor projects and ensure their success. The current reviews of projects and programmes, through their execution, may not be sufficient. Research limitations/implications – This study offers contributions to the project success literature and benefits management literature by adding empirically supported insights about BM utilisation during project reviews. The research may be limited primarily by the research method – predominantly the snow-balling data collection. The assumptions made about the UK public sector may limit the broader generalisation of the findings. Practical implications – This research may be used to advise the practising managers of the need to maintain benefits orientation after appraisal throughout a project's lifetime and after delivery. Project governance structures are advised to update and improve their current project review practices. The study additionally identifies possible obstacles to the process and biases. Originality/value – This paper attempts to fill a literature gap by providing empirical results that explore the success definition and measures and the effectiveness of BRM during project execution and gate reviews. Keywords: Benefits Management; Project Success; Project Performance; Performance Measurement; Public Sector. Paper type: Research Thesis