A process for improving the definition and alignment of intangible project outcomes and project outputs: Reflections on recent project management research

Walker, D and Nogeste, K 2004, 'A process for improving the definition and alignment of intangible project outcomes and project outputs: Reflections on recent project management research', in Proceedings of ANZAM 2004 Operations Management Symposium, Melbourne, Australia, 17-18 June 2004.


Document type: Conference Paper
Collection: Conference Papers

Title A process for improving the definition and alignment of intangible project outcomes and project outputs: Reflections on recent project management research
Author(s) Walker, D
Nogeste, K
Year 2004
Conference name ANZAM 2004 Operations Management Symposium
Conference location Melbourne, Australia
Conference dates 17-18 June 2004
Proceedings title Proceedings of ANZAM 2004 Operations Management Symposium
Publisher The University of Melbourne
Place of publication Melbourne
Abstract It is becoming increasingly apparent that many organisations are at last taking an holistic view of the meaning of project success. Traditional project management theory has stressed the `iron triangle¿ of success¿achieving time, cost, and quality (fitness for use) outcomes. In more recent times however, notions of value adding, project outcomes and benefits that are more intangible and difficult to formulate have emerged. Improved definition of intangible outcomes is now the subject of leading edge research in performance measurement and project management. In this paper, we report upon a study that has developed a process for the improved definition and alignment of project outcomes (both tangible and intangible) and tangible project outputs, which can be used as the basis for defining and assessing project success. The process was developed iteratively through a series of action research cycles, with each cycle focusing on one of five (5) case study projects. The process was recently tested in a small number of concurrent workshops conducted at a senior management conference of the Victorian state police force, in Australia. Police officers¿ responses to a brief survey were gathered before and after the workshops. Survey results presented in this paper indicate strong support for the process and its usefulness in managing projects where project success is assessed according to the achievement of a combination of tangible and intangible outcomes.
Subjects Building Construction Management and Project Planning
Copyright notice © ANZAM
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