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dc.contributor.authorHjelmbrekke, Hallgrim
dc.contributor.authorLædre, Ola
dc.contributor.authorLohne, Jardar
dc.date.accessioned2024-07-01T10:30:19Z
dc.date.available2024-07-01T10:30:19Z
dc.date.created2014-01-14T14:16:07Z
dc.date.issued2013
dc.identifier.isbn978-82-321-0273-0
dc.identifier.urihttps://hdl.handle.net/11250/3137146
dc.description.abstractIn construction projects, the perspective of the supply side (as represented by the design team) should converge with the business logics directing the demand side. Project management success is measured against the traditional efficiency factors cost, time and scope. Project success from the demand side is on the other hand measured as effectiveness according to a strategic perspective. It is acknowledged that project management success is important during project execution, and that professional clients will evaluate the probability of project success before they start execution. We have examined four cases, and analysed how the clients followed up efficiency and effectiveness in the front-end and during execution. In our cases, we found that the efficiency factors seemed to be followed-up continuously, from the early front-end and into the operational phase. When examining the follow-up of effectiveness from the early front-end and into the operational phase, we found a more varied situation. In one of the cases the client did not follow up the effectiveness in neither the front-end nor in the execution phase. In the next case the client followed up effectiveness only in the front-end. In the third case the client followed up effectiveness in only the execution phase. In the fourth case the client had a continuous follow-up of effectiveness, from the early front-end and into the operational phase. According to our analysis of the clients’ assessment of project effectiveness according to a strategic perspective (governance), we identified a correlation between this assessment and the project success. The more follow-up of the effectiveness, the more project success the clients experienced. Our conclusion is that in order to achieve project success, the client has to continuously follow up the effectiveness.en_US
dc.language.isoengen_US
dc.publisherAkademika forlagen_US
dc.relation.ispartof7th Nordic Conference on Construction Economics and Organisation, Trondheim, June 12-14, 2013
dc.titleOn the difference between project management success and project successen_US
dc.title.alternativeOn the difference between project management success and project successen_US
dc.typeChapteren_US
dc.description.versionpublishedVersionen_US
dc.rights.holderThis version of the article is not available due to the publisher copyright restrictions.en_US
dc.source.pagenumber123-133en_US
dc.identifier.cristin1089867
cristin.ispublishedtrue
cristin.fulltextoriginal
cristin.qualitycode1


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