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), pp. 38-49. (doi:10.1002/pmj.20160).

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Description/Abstract

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.

Item Type: Article
Digital Object Identifier (DOI): doi:10.1002/pmj.20160
ISSNs: 8756-9728 (print)
Keywords: front end, strategy, complexity, biases, turbulence
ePrint ID: 148941
Date :
Date Event
3 March 2010Published
Date Deposited: 29 Apr 2010 12:25
Last Modified: 18 Apr 2017 14:32
Further Information:Google Scholar
URI: http://eprints.soton.ac.uk/id/eprint/148941

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