Taking stock of project value creation: A structured literature review with future directions for research and practice

Laursen, Markus; Svejvig, Per

doi:10.1016/j.ijproman.2015.06.007

Cited by 179 publications

(192 citation statements)

References 92 publications

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“…We acknowledge the complex causation between C, M and O (Befani, Ledermann et al 2007) and employ it conceptually to illustrate relationships between these elements, also known as a structural or interpretative explanation (Neuman 2014: 77-84). The basic CMO model is then merged with core concepts from project value creation consisting of project -> output -> outcome/change/impact (Laursen and Svejvig 2016).…”

Section: The General Comparison Frameworkmentioning

confidence: 99%

“…Hence, success criteria and perceptions might change over time. In order to get a broader understanding of the projects' value creation, project performance should be evaluated in a long-term perspective (Laursen and Svejvig 2016) stretching beyond the timeframe of the first and second phases of PHD. Consequently, the success evaluation and classification of the projects documented in this addendum might change and the projects' performance might be different if viewed in another light at a later point in time.…”

Section: General Limitationsmentioning

confidence: 99%

See 1 more Smart Citation

Project Half Double: Addendum: Current Results for Phase 1, January 2017

Svejvig¹,

Frederiksen²,

Rode³

2017

Self Cite

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Section: The General Comparison Frameworkmentioning

confidence: 99%

Section: General Limitationsmentioning

confidence: 99%

Project Half Double: Addendum: Current Results for Phase 1, January 2017

Svejvig¹,

Frederiksen²,

Rode³

2017

Self Cite

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“…Project Management has in the past decade shifted from focusing on delivering a set scope within a given schedule and budget, towards value delivery (Laursen and Svejvig 2016). Value is the relationship between cost and benefit (Drevland and Lohne 2015;Kelly 2007).…”

Section: Introductionmentioning

confidence: 99%

Determining Benefit - Understanding Buildings as Production System Assets

Drevland¹,

González²

2018

26th Annual Conference of the International Group for Lean Construction

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Maximizing the client value delivered from construction projects is to large degree a matter of maximizing the benefit in use of the built asset. To do so, we must be able to accurately assess the benefits of a proposed solution at the time of design. While some authors have looked at simulation solutions for examining this issue, we believe that this research is putting the proverbial cart before the horse. A more fundamental understanding of what answers we seek is needed before considering how this technically speaking could be doneIn this paper, we first develop an understanding of buildings as production assets from a production theoretical point of view by reviwing relevant production theory in the context of buildings. Therafter, we discuss what questions we must be able to answer to optimize building as production assets in light of the previously developed theoretical foundation. Finally, we discuss how these questions can principally be answered through different evaluation approaches.

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“…One of the reasons that makes it difficult to obtain value for the business from IT enabled investments is the ambiguity in identifying what is value for the business. In the late nineties, Simmons (1998) points the need for agreement on what constitutes value, before any outcomes can be determined, this misperception and complexity about value creation is also mentioned by Laursen & Svejvig, (2016). The debate becomes even more complex when…”

Section: Introductionmentioning

confidence: 99%

Shape a Business Case Process: An It Governance and It Value Management Practices Viewpoint With Cobit 5.0

Pereira

Ferreira

Amaral

2017

Atas Da 17ª Conferência Da Associação Portuguesa De Sistemas De Informação

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The growth in IT investments increases the concern of organizations and their leaders to ensure the expected business value from these investments. Business value derived only emerges through business changes and innovations, i.e., organizational transformation. Organizational change through digital transformation is a fundamental component for business value resulting from IT investments and a driver of further change. Organizations perceive the Business Case as a critical instrument to realize the potential value from IT. A well-developed and intelligently used business case is one of the most valuable tools available to management. This paper embraces an oriented practical perspective to existing Enterprise Governance of IT and IT Value Management professional frameworks. A literature review methodology is performed in academic and practitioner literature. Based on literature findings, we propose a based model that supports organizations in development a maintenance of a Business Case Process grounded on COBIT 5.

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Taking stock of project value creation: A structured literature review with future directions for research and practice

Cited by 179 publications

References 92 publications

Project Half Double: Addendum: Current Results for Phase 1, January 2017

Project Half Double: Addendum: Current Results for Phase 1, January 2017

Determining Benefit - Understanding Buildings as Production System Assets

Shape a Business Case Process: An It Governance and It Value Management Practices Viewpoint With Cobit 5.0

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