Project Approval Decisions: Exploring Success Factors

It is no longer uncommon to see projects "over budget, over time, over & over again". The critical point where a project is created: the sanctioning of money to invest is a success decision making factor. Is there a rationale behind project selection? A doctoral research exploring the interaction & perception of decision makers: executives and project management teams- from just before the decision is made to just after the project team gets its mandate is presented in this book. Key discoveries include: a critical disconnect between decision makers & project implementers- decisions made by executives versus interpretation by those who deliver the project. Why do we do what we do? Strategies for enhancing value creation, communicating project intent & setting minimum expectation for quality of information shared is recommended. How can project managers expose their realities to executive decision making world? How can executives expose their realities to project management? We operate in dichotomy of two distinct worlds when justifying fund approvals & when delivering projects- one politically correct; visible another pragmatic needed to get the job done; generally kept invisible.

Autorentext

Diana Nada has 12+ years of experience in capital projects with a PhD in Project Management from the University of Calgary (2014). Her decision making expertise is in project controls, process improvement & stage gate planning. She is specialized in value creation in PMO advisory & governance that align business requirements with project delivery.

Klappentext

It is no longer uncommon to see projects over budget, over time, over & over again . The critical point where a project is created: the sanctioning of money to invest is a success decision making factor. Is there a rationale behind project selection? A doctoral research exploring the interaction & perception of decision makers: executives and project management teams from just before the decision is made to just after the project team gets its mandate is presented in this book. Key discoveries include: a critical disconnect between decision makers & project implementers decisions made by executives versus interpretation by those who deliver the project. Why do we do what we do? Strategies for enhancing value creation, communicating project intent & setting minimum expectation for quality of information shared is recommended. How can project managers expose their realities to executive decision making world? How can executives expose their realities to project management? We operate in dichotomy of two distinct worlds when justifying fund approvals & when delivering projects one politically correct; visible another pragmatic needed to get the job done; generally kept invisible.