Norwegian University of Science and Technology, Trondheim, Norway
The starting point of this article is that the strategic dimension of projects concerns creating value. It shows that
value is a complex issue that requires many difficult questions to be answered. A case project illustrates how project
success may look very different from different perspectives. Further it is shown that relevance and sustainability are
superior criteria that need to be secured for value creation to be possible. Some of the short-comings of current practices
are illustrated and indications of main areas for improvement are given. The article suggests better practices in three areas:
project governance, front-end planning and project execution. Keys to improvements are implementing a clear governance
framework; consistently using evaluation criteria that explicitly focus relevance and sustainability; organizing projects
with a role responsible for both investment and operations; and keeping focus on use value in project execution.
open-access license: This is an open access article licensed under the terms of the Creative Commons Attribution Non-Commercial License (http://creativecommons.org/licenses/by-nc/3.0/), which permits unrestricted, non-commercial use, distribution and reproduction in any medium, provided the work is properly cited.
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