International Peer-Reviewed Journal•Open Access•ISSN 2456-8880
[email protected]•+91-7433024337

Home / Current Issue / Paper 1724307

1724307 Vol 10 · Issue 4 Download Paper

Integrating Business Case Evaluation and Benefits Management in Saudi Mining Investment Portfolios under Vision 2030

Mohamed Nabawy Mahran

Subject area: Science,Engineering and Technology  ·  Area of research: Case Evaluation and Benefits Management

Abstract

Mining investment appraisal frequently concentrates on forecast financial returns, while benefits management focuses on outcomes after assets become operational. Treating these activities separately weakens accountability when scope, delivery dates, market conditions, or operating assumptions change. This paper develops an integrative framework connecting business case evaluation and benefits management in Saudi mining investment portfolios under Vision 2030. A targeted review of scholarly literature and official reporting informs the analysis of benefit formulation, governance, portfolio constraints, digital evidence, and post-investment evaluation. The proposed framework links an assumption register, benefit ownership, staged authorization, delivery monitoring, operational verification, and portfolio reassessment. It distinguishes physical outputs from realized outcomes and corporate financial changes from attributable project benefits. A transparent hypothetical discounted-cash-flow exercise shows how delay, benefit shortfall, and capital-cost escalation can reverse an apparently favorable investment case. Three tables define appraisal criteria, benefit records, and review responsibilities; an original diagram represents the proposed feedback architecture. The framework remains conceptual and requires testing with authorized project records. Its contribution is a practical account of how investment promises can remain connected to measurable outcomes throughout the project and operating lifecycle.

Keywords

business case; benefits management; mining investment; portfolio governance; investment appraisal; Saudi Vision 2030

References

[1] Aramali V, Sanboskani H, Gibson GE Jr, El Asmar M, Cho N (2022). Forward-looking state-of-the-art review on earned value management systems: The disconnect between academia and industry. Journal of Management in Engineering, 38(3). https://doi.org/10.1061/(ASCE)ME.1943-5479.0001019

[2] Babaei A, Locatelli G, Sainati T (2021). What is wrong with the front-end of infrastructure megaprojects and how to fix it: A systematic literature review. Project Leadership and Society, 2, 100032. https://doi.org/10.1016/j.plas.2021.100032

[3] Biesenthal C, Wilden R (2014). Multi-level project governance: Trends and opportunities. International Journal of Project Management, 32(8), 1291–1308. https://doi.org/10.1016/j.ijproman.2014.06.005

[4] Blichfeldt BS, Eskerod P (2008). Project portfolio management—There’s more to it than what management enacts. International Journal of Project Management, 26(4), 357–365. https://doi.org/10.1016/j.ijproman.2007.06.004

[5] Breese R (2012). Benefits realisation management: Panacea or false dawn? International Journal of Project Management, 30(3), 341–351. https://doi.org/10.1016/j.ijproman.2011.08.007

[6] Chen M, Martins TS, Zhang L, Dong H (2025). Digital transformation in project management: A systematic review and research agenda. Systems, 13(8), 625. https://doi.org/10.3390/systems13080625

[7] Chih YY, Zwikael O (2015). Project benefit management: A conceptual framework of target benefit formulation. International Journal of Project Management, 33(2), 352–362. https://doi.org/10.1016/j.ijproman.2014.06.002

[8] Cooper RG (2008). Perspective: The Stage-Gate® Idea-to-Launch Process—Update, What’s New, and NexGen Systems. Journal of Product Innovation Management, 25(3), 213–232. https://doi.org/10.1111/j.1540-5885.2008.00296.x

[9] Derakhshan R, Turner R, Mancini M (2019). Project governance and stakeholders: A literature review. International Journal of Project Management, 37(1), 98–116. https://doi.org/10.1016/j.ijproman.2018.10.007

[10] Faúndez P, Guzmán JI (2025). Deconstructing cost overrun and delay in mining projects: A system-based model of prices, quantities, and time. Resources Policy, 110, 105754. https://doi.org/10.1016/j.resourpol.2025.105754

[11] Laursen M, Svejvig P (2016). Taking stock of project value creation: A structured literature review with future directions for research and practice. International Journal of Project Management, 34(4), 736–747. https://doi.org/10.1016/j.ijproman.2015.06.007

[12] Marques AC, Frej EA, de Almeida AT (2022). Multicriteria decision support for project portfolio selection with the FITradeoff method. Omega, 111, 102661. https://doi.org/10.1016/j.omega.2022.102661

[13] Musawir AU, Abd-Karim SB, Mohd-Danuri MS (2020). Project governance and its role in enabling organizational strategy implementation: A systematic literature review. International Journal of Project Management, 38(1), 1–16. https://doi.org/10.1016/j.ijproman.2019.09.007

[14] Musawir AU, Serra CEM, Zwikael O, Ali I (2017). Project governance, benefit management, and project success: Towards a framework for supporting organizational strategy implementation. International Journal of Project Management, 35(8), 1658–1672. https://doi.org/10.1016/j.ijproman.2017.07.007

[15] Müller R, Pemsel S, Shao J (2014). Organizational enablers for governance and governmentality of projects: A literature review. International Journal of Project Management, 32(8), 1309–1320. https://doi.org/10.1016/j.ijproman.2014.03.007

[16] Patanakul P (2015). Key attributes of effectiveness in managing project portfolio. International Journal of Project Management, 33(5), 1084–1097. https://doi.org/10.1016/j.ijproman.2015.01.004

[17] Samset K, Volden GH (2016). Front-end definition of projects: Ten paradoxes and some reflections regarding project management and project governance. International Journal of Project Management, 34(2), 297–313. https://doi.org/10.1016/j.ijproman.2015.01.014

[18] Saudi Arabian Mining Company (Ma’aden) (2025). Annual report 2024. https://www.saudiexchange.sa/Resources/fsPdf/370_0_2025-03-27_19-54-48_En.pdf

[19] Saudi Vision 2030 (2024). Vision 2030 annual report 2023. https://www.vision2030.gov.sa/media/xi2jlj0y/english_vision2030_annual_report_2023.pdf

[20] Serra CEM, Kunc M (2015). Benefits Realisation Management and its influence on project success and on the execution of business strategies. International Journal of Project Management, 33(1), 53–66. https://doi.org/10.1016/j.ijproman.2014.03.011

[21] Snyder H (2019). Literature review as a research methodology: An overview and guidelines. Journal of Business Research, 104, 333–339. https://doi.org/10.1016/j.jbusres.2019.07.039

[22] Too EG, Weaver P (2014). The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), 1382–1394. https://doi.org/10.1016/j.ijproman.2013.07.006

[23] Vial G (2019). Understanding digital transformation: A review and a research agenda. The Journal of Strategic Information Systems, 28(2), 118–144. https://doi.org/10.1016/j.jsis.2019.01.003

[24] Williams T, Samset K (2010). Issues in front-end decision making on projects. Project Management Journal, 41(2), 38–49. https://doi.org/10.1002/pmj.20160

[25] Zwikael O, Chih YY, Meredith JR (2018). Project benefit management: Setting effective target benefits. International Journal of Project Management, 36(4), 650–658. https://doi.org/10.1016/j.ijproman.2018.01.002

How to cite this paper

Mohamed Nabawy Mahran "Integrating Business Case Evaluation and Benefits Management in Saudi Mining Investment Portfolios under Vision 2030" Iconic Research And Engineering Journals Volume 10 Issue 4 2026 Page 3534-3544
Mohamed Nabawy Mahran "Integrating Business Case Evaluation and Benefits Management in Saudi Mining Investment Portfolios under Vision 2030" Iconic Research And Engineering Journals, vol. 10, no. 4, Oct. 2026
Mohamed Nabawy Mahran (2026). Integrating Business Case Evaluation and Benefits Management in Saudi Mining Investment Portfolios under Vision 2030. Iconic Research And Engineering Journals, 10(4).
Mohamed Nabawy Mahran "Integrating Business Case Evaluation and Benefits Management in Saudi Mining Investment Portfolios under Vision 2030" Iconic Research And Engineering Journals, vol. 10, no. 4, Oct. 2026.
@article{1724307,
      author = {Mohamed Nabawy Mahran},
      title = {Integrating Business Case Evaluation and Benefits Management in Saudi Mining Investment Portfolios under Vision 2030},
      journal = {Iconic Research And Engineering Journals},
      year = {2026},
      volume = {10},
      number = {4},
      pages = {3534-3544},
      issn = {2456-8880},
      url = {https://www.irejournals.com/formatedpaper/1724307.pdf},
      abstract = {Mining investment appraisal frequently concentrates on forecast financial returns, while benefits management focuses on outcomes after assets become operational. Treating these activities separately weakens accountability when scope, delivery dates, market conditions, or operating assumptions change. This paper develops an integrative framework connecting business case evaluation and benefits management in Saudi mining investment portfolios under Vision 2030. A targeted review of scholarly literature and official reporting informs the analysis of benefit formulation, governance, portfolio constraints, digital evidence, and post-investment evaluation. The proposed framework links an assumption register, benefit ownership, staged authorization, delivery monitoring, operational verification, and portfolio reassessment. It distinguishes physical outputs from realized outcomes and corporate financial changes from attributable project benefits. A transparent hypothetical discounted-cash-flow exercise shows how delay, benefit shortfall, and capital-cost escalation can reverse an apparently favorable investment case. Three tables define appraisal criteria, benefit records, and review responsibilities; an original diagram represents the proposed feedback architecture. The framework remains conceptual and requires testing with authorized project records. Its contribution is a practical account of how investment promises can remain connected to measurable outcomes throughout the project and operating lifecycle.},
      keywords = {business case; benefits management; mining investment; portfolio governance; investment appraisal; Saudi Vision 2030},
      month = {October},
  }