Creating value in projects
| Transcription extracts of interviews, codes, and categories | ||
|---|---|---|
| Extracts from interview transcripts (raw data) | Codes | Category |
| Individual and team skills in areas affecting project goals and outcomes. … Project events (decisions, positive risks) affecting project goals and outcomes create value | /1/Value activities | III. Creating value in projects |
| The process of change in projects generates value in activities. This process includes optimizing the processes of creating value through cooperation, effective project teams, teamwork, cooperation skills, team building, communication, goal-setting, and task delegation | ||
| A balance between solution quality and project completion time (project debt, technological debt) | ||
| Actions that reduce activity costs increase project team efficiency. … Avoiding the repetition of past mistakes in project team activities generates value | ||
| The process of asset change and renewal in projects generates asset value. This process includes tangible and intangible assets, improving knowledge creation processes, knowledge flow, acquiring knowledge, fostering innovation, as well as updating, expanding, and sharing knowledge | /2/Value assets | |
| Benefits for the organization from the project, portfolio, or program, contributing to competitive advantage… | /3/Business value (level of implementation of strategic goals) | III. Creating value in projects |
| Customer value from the project and its translation into business value and strategy | ||
| Key performance indicators and indicators of project alignment with company strategy in building market position and competitive advantage | ||
| Project outcomes (types of value) and project effects (benefits, market position, and competitive advantage) | ||
| Project work quality and project management quality (operational excellence in management) demonstrate close links to the implementation of strategic success measures and represent factors difficult for competitors to replicate, thus capturing value | ||
| Resources, both tangible and intangible assets, as well as project activities, are key sources of building the capacity for repeatable success (through developed project methodology) | /4/Value from knowing the sources of success | |
| Economic, social, and ecological value – sustainable project value management | /5/Value of economic rent | III. Creating value in projects |
| Transcription extracts of interviews, codes, and categories | ||
|---|---|---|
| Extracts from interview transcripts (raw data) | Codes | Category |
| Individual and team skills in areas affecting project goals and outcomes. … Project events (decisions, positive risks) affecting project goals and outcomes create value | /1/Value activities | III. |
| The process of change in projects generates value in activities. This process includes optimizing the processes of creating value through cooperation, effective project teams, teamwork, cooperation skills, team building, communication, goal-setting, and task delegation | ||
| A balance between solution quality and project completion time (project debt, technological debt) | ||
| Actions that reduce activity costs increase project team efficiency. … Avoiding the repetition of past mistakes in project team activities generates value | ||
| The process of asset change and renewal in projects generates asset value. This process includes tangible and intangible assets, improving knowledge creation processes, knowledge flow, acquiring knowledge, fostering innovation, as well as updating, expanding, and sharing knowledge | /2/Value assets | |
| Benefits for the organization from the project, portfolio, or program, contributing to competitive advantage… | /3/Business value (level of implementation of strategic goals) | III. |
| Customer value from the project and its translation into business value and strategy | ||
| Key performance indicators and indicators of project alignment with company strategy in building market position and competitive advantage | ||
| Project outcomes (types of value) and project effects (benefits, market position, and competitive advantage) | ||
| Project work quality and project management quality (operational excellence in management) demonstrate close links to the implementation of strategic success measures and represent factors difficult for competitors to replicate, thus capturing value | ||
| Resources, both tangible and intangible assets, as well as project activities, are key sources of building the capacity for repeatable success (through developed project methodology) | /4/Value from knowing the sources of success | |
| Economic, social, and ecological value – sustainable project value management | /5/Value of economic rent | III. |
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