Issues in front-end decision-making on projects

The importance of the front-end decision-making phase in projects is increasingly recognised. This area is under-represented in the literature, but there are some key issues during this stage. This paper looks at some of these themes, including: the need for alignment between organisational strategy and the project concept; dealing with complexity, particularly systemicity and interrelatedness within project decisions; consideration of the ambiguity implicit in major projects; accounting for psychological and political biases within benefits and costs estimation; consideration of the social geography and politics within decisionmaking groups; and preparation for the turbulence within the project environment, including maintaining strategic alignment. Issues in front-end decision-making on projects The importance of the front-end decision-making phase in projects is being increasingly recognised – the need to “do the right project” is on a par with “doing the project right”. This area is under-represented in the literature, but there are a number of key themes that run throughout, identifying key issues or difficulties during this stage. This paper looks at some of these themes, and includes: the need for alignment between organisational 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.