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From the front end of projects to the back end of operations: Managing projects for value creation throughout the system lifecycle

Published on Feb 1, 2016in International Journal of Project Management4.69
· DOI :10.1016/j.ijproman.2015.05.003
Karlos Artto26
Estimated H-index: 26
(Aalto University),
Tuomas Ahola13
Estimated H-index: 13
(Aalto University),
Valtteri Vartiainen1
Estimated H-index: 1
(Aalto University)
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Abstract
Abstract Morris (2013) calls for value creation for project stakeholders using project outcomes. This is an attempt to link the front end of the system lifecycle – the project phase – to the back end, i.e. the operations phase. Little is however known about how value creation occurs through developing project outcomes which have the capacity to continue value-creating activities even decades after a project is completed. We establish that projects are multi-organizational systems which transit from the project phase to the operations phase in system lifecycles, and we use the systems view to analyze value creation mechanisms within the system lifecycle. We carry out empirical research into the lifecycle of a shopping center. Four distinct value-enhancing integration mechanisms in the operations of this multi-organizational system are identified, and propositions for four new project management approaches that create value during the project and have long-term value-enhancing impacts in the operations phase are derived.
  • References (43)
  • Citations (29)
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References43
Newest
Published on Jul 1, 2014in International Journal of Project Management4.69
Graham Winch30
Estimated H-index: 30
(University of Manchester)
Abstract It has become axiomatic in research on project organising that projects are temporary organisations. Yet there are a number of challenges to this axiom: research on matrix organisation, the embeddedness of projects in project ecologies, and projectification all emphasise the relationship of the project to permanent organisations. Similarly, research on project-based firms and owner organisations which are relatively permanent challenges this axiom. This paper develops a conceptual frame...
Published on May 28, 2013
Peter W. G. Morris25
Estimated H-index: 25
Published on Dec 1, 2012in Journal of Management Studies5.84
Teppo Felin22
Estimated H-index: 22
(BYU: Brigham Young University),
Nicolai J. Foss72
Estimated H-index: 72
(NHH: Norwegian School of Economics)
+ 1 AuthorsTammy L. Madsen11
Estimated H-index: 11
(Santa Clara University)
This article introduces the Special Issue and discusses the microfoundations of routines and capabilities, including why a microfoundations view is needed and how it may inform work on organizational and competitive heterogeneity. Building on extant research, we identify three primary categories of micro‐level components underlying routines and capabilities: individuals, social processes, and structure. We discuss how these components, and their interactions, may affect routines and capabilities...
Published on Apr 1, 2011in Research Policy5.42
Nuno Gil12
Estimated H-index: 12
(University of Manchester),
Bruce Tether24
Estimated H-index: 24
(Imperial College London)
We explore how risk management and design flexibility interplay in major (infrastructure) projects, using the £4.2bn Terminal 5 project to expand London's Heathrow airport. By juxtaposing these two conceptual frames, we unearth the conditions under which they can be complements for managing the tension between efficiency and effectiveness central to these projects. Building design flexibility - through modular or safeguarded integral architectures - increases adaptability to accommodate evolving...
Published on Jan 1, 2011
Ramon Casadesus-Masanell21
Estimated H-index: 21
,
Joan E. Ricart17
Estimated H-index: 17
Published on Dec 1, 2010in Scandinavian Journal of Management1.42
Kirsi Aaltonen11
Estimated H-index: 11
(Aalto University),
Jaakko Kujala14
Estimated H-index: 14
(University of Oulu)
Summary Global projects affect and are affected by multiple stakeholders with differing interests and demands. Recently, there has been increased pressure for global projects to be more environmentally and socially responsible. A project creates a dynamic context for stakeholder management and stakeholder behavior because the project moves through different phases during its lifecycle. By adopting a lifecycle perspective on secondary stakeholders' behavior, we develop a set of propositions that ...
Published on Mar 1, 2010in British Journal of Management2.75
Hongwei He20
Estimated H-index: 20
,
Yehuda Baruch42
Estimated H-index: 42
(UEA: University of East Anglia)
We studied how organizational identity (OI) and organizational legitimacy (OL) interplayed within two British building societies during drastic environmental changes over two decades. Four salient phases of environmental changes were identified in the British building society sector over the last two decades (introduction of new regulatory framework, recession, demutualization threats and post-demutualization era). Comparative analysis of the two firms' responses to the environmental changes fou...
Published on Oct 20, 2010
Alexander Osterwalder16
Estimated H-index: 16
,
Yves Pigneur27
Estimated H-index: 27
Published on Oct 15, 2008
J. Rodney Turner1
Estimated H-index: 1
1 Leading change through projects PART ONE: MANAGING THE CONTEXT 2 Projects for delivering beneficial change 3 Project success and strategy 4 The people involved PART TWO: MANAGING PERFORMANCE 5 Managing scope 6 Managing project organization 7 Managing quality 8 Managing cost 9 Managing time 10 Managing risk PART THREE: MANAGING THE PROCESS 11 The project process 12 Project start-up 13 Project execution and control 14 Project close-out PART FOUR: GOVERNANCE OF PROJECT-BASED MANAGEMENT 15 Project...
Published on Apr 28, 2008
Peter Wg Morris3
Estimated H-index: 3
(University of Oxford)
Cited By29
Newest
Published on Jan 1, 2020
Alasdair Marshall7
Estimated H-index: 7
,
Udechukwu Ojiako11
Estimated H-index: 11
(UOS: University of Sharjah)
+ 3 AuthorsMaxwell Chipulu7
Estimated H-index: 7
(University of Southampton)
Published on Oct 1, 2019in International Journal of Project Management4.69
Ofer Zwikael22
Estimated H-index: 22
(ANU: Australian National University),
Jack R. Meredith38
Estimated H-index: 38
(Wake Forest University)
Published on Jul 1, 2019in International Journal of Project Management4.69
Ying-Yi Chih5
Estimated H-index: 5
,
Ofer Zwikael22
Estimated H-index: 22
,
Simon Lloyd D. Restubog29
Estimated H-index: 29
Abstract Projects are value creation mechanisms for organizations. In this paper, we build on service-dominant logic theory to theorize how value is perceived and co-created by service providers and clients in professional service projects. From two studies, we found that for service providers to create their value, particularly non-monetary value (e.g., enhanced reputation), client values (e.g., solving a business problem) must first be generated. The results further highlight the importance of...
Published on Jan 1, 2019in International Journal of Project Management4.69
Marina Bos-de Vos1
Estimated H-index: 1
(TU Delft: Delft University of Technology),
Leentje Volker8
Estimated H-index: 8
(TU Delft: Delft University of Technology)
+ 0 AuthorsHans Wamelink3
Estimated H-index: 3
(TU Delft: Delft University of Technology)
Abstract Project-based firms have to capture value from the projects in which they engage. This can be challenging as firms need to reconcile project goals and organizational goals while attempting to avoid the slippage of value to other actors. Drawing on interviews with architects and clients, this research reveals how architectural firms used the strategies of postponing financial revenues in a project , c ompensating for loss of financial revenues across projects and rejecting a project to a...
Published on Jan 1, 2019in International Journal of Project Management4.69
Eva Riis2
Estimated H-index: 2
(University of Southern Denmark),
Magnus Hellström7
Estimated H-index: 7
(Åbo Akademi University)
+ 0 AuthorsKim Wikström12
Estimated H-index: 12
(Åbo Akademi University)
Abstract There exists little research into how value is effectively generated by temporary projects from the wider perspective of a permanent organisation. This paper investigates empirically how ‘Governance of Projects’ – the way in which a single, permanent organisation identifies, creates, and subsequently harvests value through multiple projects – occurs in four private-sector case companies. Data were collected from in-depth interviews with a wide range of employees and from internal operat...
Published on Jan 1, 2019in International Journal of Project Management4.69
Diletta Colette Invernizzi4
Estimated H-index: 4
(University of Leeds),
Giorgio Locatelli16
Estimated H-index: 16
(University of Leeds)
+ 1 AuthorsNaomi J. Brookes13
Estimated H-index: 13
(University of Leeds)
Abstract The vast majority of project management literature relating to infrastructure focuses on the project lifecycle up to commissioning and handover. Conversely, little attention has been paid to the end-of-life of infrastructure, i.e. when decommissioning begins. Infrastructure decommissioning projects are long and complex projects, involving an extensive network of stakeholders. Moreover, their budgets can reach hundreds of billions of Euros and, for many of these projects, keep increasing...
Published on Dec 1, 2018in International Journal of Project Management4.69
Stuart D. Green26
Estimated H-index: 26
(University of Reading),
Natalya Sergeeva2
Estimated H-index: 2
(UCL: University College London)
Abstract It is contended that value is a social construct, and that the processes of social construction are rooted in language. On this basis we argue that value creation is a process which lends itself to interpretation from a narrative perspective. Previous attempts at value creation have been promoted under the label of ‘value management’. There are two approaches which are identifiable in the literature. The first is based on the traditional narrative of value engineering (aka Hard VM) and ...
Published on Mar 1, 2019in International Journal of Project Management4.69
Marcos Fuentes (UCL: University College London), Hedley Smyth14
Estimated H-index: 14
(UCL: University College London),
Andrew Davies30
Estimated H-index: 30
(UCL: University College London)
Abstract Client organisations, as financiers, owners, and users, face the challenge of generating and delivering value outcomes for a wide range of stakeholders. However, research has demonstrated that projects constantly fall short of providing valuable outcomes in the medium- and long-term. The value outcomes start to appear in the latter stages of a project, yet, they have a link back to the project definition phase, where value outcomes can be purposely designed for the long-term. Value outc...
Published on Feb 1, 2019in International Journal of Project Management4.69
Yan Liu3
Estimated H-index: 3
(TU Delft: Delft University of Technology),
Alfons van Marrewijk9
Estimated H-index: 9
(VU: VU University Amsterdam)
+ 1 AuthorsMarcel Hertogh5
Estimated H-index: 5
(TU Delft: Delft University of Technology)
Abstract There has been recent academic interest in programs as value creation processes. Scholars focus particularly on the front end of programs as opportunities for clients to create value. At the front end, client and market partners can actively co-produce value through co-creation sessions. This paper investigates what stakeholders do in co-creation sessions and how this contributes to the co-creation of value at the front end of programs. We used an action research approach combined with ...
Published on Nov 1, 2018in International Journal of Project Management4.69
Lauri Vuorinen2
Estimated H-index: 2
,
Miia Martinsuo21
Estimated H-index: 21
Abstract Project stakeholder management deals with managing and fulfilling stakeholder expectations and has tended to focus on the viewpoint of the focal firm or the project rather than that of the project stakeholders. The stakeholders' perspective is important because they can significantly influence projects, particularly infrastructure delivery involving both public and private actors. This study focuses on the ways that stakeholders pursue influence on projects through their expectation of ...
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