Issues in front-end decision-making on projects
Williams, Terence and Samset, Knut (2010) Issues in front-end decision-making on projects. Project Management Journal, 41, (2), 38-49. (doi:10.1002/pmj.20160 ).
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The importance of the front-end decision-making phase in projects is being increasingly recognized - the need to do the right project is on a par with doing the project right. This area is underrepresented in the literature, but there are a number of key themes that run throughout, identifying key issues or difficulties during this stage. This article looks at some of these themes and includes: the need for alignment between organizational strategy and the project concept; dealing with complexity, in particular the systemicity and interrelatedness within project decisions; consideration of the ambiguity implicit in all major projects; taking into account psychological and political biases within estimation of benefits and costs; consideration of the social geography and politics within decision-making groups; and preparation for the turbulence within the project environment, including the maintenance of strategic alignment.
|Keywords:||front end, strategy, complexity, biases, turbulence|
|Divisions:||University Structure - Pre August 2011 > School of Management
|Date Deposited:||29 Apr 2010 12:25|
|Last Modified:||08 Jun 2012 12:39|
|Contributors:||Williams, Terence (Author)
Samset, Knut (Author)
|Date:||3 March 2010|
|RDF:||RDF+N-Triples, RDF+N3, RDF+XML, Browse.|
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