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This paper is a multi-case study exploratory investigation into the earliest stages of projects and their management. We refer to this throughout the paper as the 'front-end'. We provide a definition of this phase of the project life cycle and conduct a literature review of the various topics that would suggest themselves to be apposite to the front-end. This includes governance and strategy; requirements and technology; estimating; risk and value; people and learning and development. Following this review of literature, we set out the approach taken in the empirical study. The context for the study was the UK, although many of the organizations investigated had a global presence and some of their projects were multinational in nature. We detail the research methods, the multi-case study route taken and the nature of the in-depth interviews with senior project management representatives from nine extremely credible organizations experienced in managing projects. Our findings are presented so as to identify the key set of findings determined after multiple passes of the interview details. These findings reflect both what comprises the front-end of projects and what management does in the front-end. Some of this would be expected of project management, but we found aspects of the front-end management that are not within the normal remit of what is considered to be traditional project management. These findings both reinforce the literature and offer new insights, for example, showing the strong influence of the commercial and economic non-project players in leading or influencing the front-end of projects. A considered set of conclusions are presented together with recommendations for further research.

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This paper presents a critique of existing approaches to the management of projects and the definition of project success, arguing that these are both fragmented and fail to place the client at the centre of the process. In this critique, the paper focuses on quality management, and places the minimization of client surprise at the heart of the assessment of project success. As an alternative, a gap analysis approach, derived from the service quality management literature, is developed which, it is argued, provides a better way of understanding the challenge of managing projects. The model is then applied empirically to the Glaxo project, the largest building project in the UK in recent years. The Glaxo project was remarkably successful, and the lessons can be learned well through the perspective of the gap analysis model. In conclusion the paper concludes that quality on construction projects is a negotiated order, and that design reviews are the principal means by which this order is negotiated.Project Management, Quality Management, Gap Analysis, Client Satisfaction, Glaxo,