Multilevel Value Creation in Projects, Programs, and Portfolios

Ang, Karyne; Biesenthal, Christopher

doi:10.1017/9781316662243.026

Cited by 12 publications

(13 citation statements)

References 47 publications

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“…This segues well into Chapter 20 (Ang and Biesenthal, 2017) which takes a broad view of value from the perspective of the project, how that fits in with and aligns with programs and onto portfolios. Often the concept of value at the project level can distort actual value achieved at the organisational level.…”

Section: Part 3 -Peoplementioning

confidence: 87%

Cambridge Handbook of Organizational Project Management

Walker

2018

IJMPB

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Section: Part 3 -Peoplementioning

confidence: 87%

Cambridge Handbook of Organizational Project Management

Walker

2018

IJMPB

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“…From these examples, the benefits (values) for different stakeholders can be said to be multi-leveled and multi-dimensional benefits and opportunities residing in the short-and long-term horizons and in the tangible and intangible realms of the project. Project value (and therefore potential opportunities) is inter-connected and could evolve during the course of project management as found by Ang and Biesenthal (2017). Typical project management approaches may fail to harness the diversities and complexities of project opportunity in these instances.…”

Section: Discussionmentioning

confidence: 99%

Increasing project benefits by project opportunity exploitation

Eskerod

Ang

Andersen

2018

IJMPB

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Per definition, megaprojects consume numerous resources and impact numerous people, even across generations. It is therefore important that they bring excessive benefits to their stakeholders and to the society at large. The concept 'Project Opportunity' is of growing interest within project management research. The idea is that exploitation of project opportunities may bring more benefits than stipulated in the initial business case, and even stakeholder benefits that nobody thought of at the project initiation. In this paper, we encourage a new research area for megaprojects, i.e. the phenomenon of project opportunity exploitation as a means to increasing project benefits.The paper is based on a single case study of an infrastructure megaproject, i.e. the construction and operation of a 50+ years old American bridge. To investigate project opportunity exploitation during the project execution and operation, data covering 60+ years was been collected, e.g. historical documents, newspaper articles, interviews, and video-recordings.Some interviewees were involved in the bridge construction -and can draw on an almost lifelong memory of the bridge's significance.The research indicates that (1) Exploiting all opportunities created by the project and increasing project benefits require involvement from many categories of stakeholders; (2) Stakeholders get more involved in exploiting the opportunities created by the project when they 3 are proud of the project; (3) For some of the project-related opportunities, it might take a long time before they can be exploited (and related benefits achieved); and (4) Celebrating achievements of the project stimulate stakeholders to exploit opportunities created by the project and contribute to further benefits of the project. In terms of managerial implications, the findings point to the necessity of continuous communication about the project from the project owner (team), also after the project execution phase, in order to enhance project opportunity exploitation and increased benefits.

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“…This social approach also covers studies where actors are considered along with their personal characteristics, emotions, and anxieties. In this approach, the management of benefits is more likely socially constructed, along with stakeholders (Ang & Biesenthal, 2017). In spite of its potential to add nuances to benefits management, this social approach is still in development and remains marginal.…”

Section: Limitsmentioning

confidence: 99%

Opening the Black Box of Benefits Management in the Context of Projects

Aubry

Boukri

Sergi

2021

Project Management Journal

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Benefits management has recently gained in popularity but remains difficult to implement and conduct in organizations. Inspired by the practice perspective and building on an exploratory study, we reveal that defining benefits is a complex task, as the concept of benefit is understood in a variety of ways. We also expose the evolving nature of benefits management, highlighting that benefits management is far from a linear activity. Our study uncovers some of the social and political aspects of benefits management, which have up until now been neglected and may be connected to the challenges of this activity.

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Multilevel Value Creation in Projects, Programs, and Portfolios

Cited by 12 publications

References 47 publications

Cambridge Handbook of Organizational Project Management

Cambridge Handbook of Organizational Project Management

Increasing project benefits by project opportunity exploitation

Opening the Black Box of Benefits Management in the Context of Projects

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