Issues in front-end decision-making on projects
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 i...
| Main Authors: | , |
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| Format: | Article |
| Language: | English |
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2010-03-03.
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| Online Access: | Get fulltext |
| LEADER | 01304 am a22001333u 4500 | ||
|---|---|---|---|
| 001 | 148941 | ||
| 042 | |a dc | ||
| 100 | 1 | 0 | |a Williams, Terence |e author |
| 700 | 1 | 0 | |a Samset, Knut |e author |
| 245 | 0 | 0 | |a Issues in front-end decision-making on projects |
| 260 | |c 2010-03-03. | ||
| 856 | |z Get fulltext |u https://eprints.soton.ac.uk/148941/1/PDF_verson_of_total.pdf | ||
| 520 | |a 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. | ||
| 655 | 7 | |a Article | |