Front-end definition of projects: Ten paradoxes and some reflections regarding project management and project governance

The importance of the front-end decision-making phase in securing projects long-term success is being increasingly recognized. This area is underrepresented in the literature, but there are several key themes that run throughout, identifying key issues or difficulties during this stage. Clearly, a key to successful projects lies in the choice of concept. This paper presents some findings from the work of the Concept research programme on front-end management and governance of major public investment projects in Norway. It is based on studies that explore strengths and weaknesses in the processes of analysis and decision-making during the early phase before the final choice of conceptual solution is made, and the extent to which projects under study are (or are likely to be) relevant and effective in relation to needs and priorities in society. It concludes that there are frequent deficiencies in these processes, and that the potential for improvements is huge. •Major public projects are complex and significant problems arise later on as the result of weaknesses in project governance up front•This paper highlights ten paradoxes or situations with a counter-intuitive result, stemming from flaws up front, resulting in unviable investments.•It concludes that project managers need to be less inward looking and more concerned about the governance aspects and front-end definition of projects.