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Front-end definition of projects: Ten paradoxes and some reflections regarding project management and project governance

Abstract

The importance of the front-end decision-making phase in securing projects long-term success is being increasingly recognized. This area is underrepresented in the literature, but there are several key themes that run throughout, identifying key issues or difficulties during this stage. Clearly, a key to successful projects lies in the choice of concept. This paper presents some findings from the work of the Concept research programme on front-end management and governance of major public investment projects in Norway. It is based on studies that explore strengths and weaknesses in the processes of analysis and decision-making during the early phase before the final choice of conceptual solution is made, and the extent to which projects under study are (or are likely to be) relevant and effective in relation to needs and priorities in society. It concludes that there are frequent deficiencies in these processes, and that the potential for improvements is huge.

Category

Academic article

Language

English

Author(s)

  • Knut Fredrik Samset
  • Gro Holst Volden

Affiliation

  • Norwegian University of Science and Technology
  • SINTEF Industry / Sustainable Energy Technology

Year

2015

Published in

International Journal of Project Management

ISSN

0263-7863

Publisher

Elsevier

Volume

34

Issue

2

Page(s)

297 - 313

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