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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).

Record type: Article

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.

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Published date: 3 March 2010
Keywords: front end, strategy, complexity, biases, turbulence

Identifiers

Local EPrints ID: 148941
URI: http://eprints.soton.ac.uk/id/eprint/148941
ISSN: 8756-9728
PURE UUID: 131ad6f0-f6cd-44b2-ab57-2ab69eef5fa7

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Date deposited: 29 Apr 2010 12:25
Last modified: 18 Jul 2017 19:31

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Contributors

Author: Terence Williams
Author: Knut Samset

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