Effective Front-End Project Management A Key to Achieving Project Success in Developing Countries

O O Faniran, Peter Love, Jim Smith

Research output: Chapter in Book/Report/Conference proceedingConference contributionResearchpeer-review

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Abstract

Good project management at the early stages of a project (the “front-end”) has been found to provide
potentially significant opportunities for eliminating, or reducing, several problems that prevent the
achievement of project success. Front-end project management is particularly relevant in developing
countries where the achievement of project success often poses a special challenge to project managers due
to inherent factors of uncertainty and unpredictability in the operating environment of projects. This paper
presents an operating framework for achieving project success in developing countries through the
implementation of front-end project management. Factors influencing project management at the front end
are discussed. Strategies for applying front-end project management to projects in developing countries are
also outlined.
Original languageEnglish
Title of host publicationProceedings of the 2nd International Conference of the CIB Task Group 29 (TG29)
Subtitle of host publicationChallenges facing the construction industry in developing countries
EditorsA. B. Ngowi, J. Ssegawa
Place of PublicationGaborone
PublisherInternational Council for Research and Innovation in Building and Construction (CIB)
Number of pages8
ISBN (Print)9991221565
Publication statusPublished - 2000
Externally publishedYes
EventThe 2nd International Conference on Construction in Developing Countries - The Grand Palm Hotel, Gaborone, Gaborone, Botswana
Duration: 15 Nov 200017 Nov 2000
Conference number: 2nd

Conference

ConferenceThe 2nd International Conference on Construction in Developing Countries
CountryBotswana
CityGaborone
Period15/11/0017/11/00

Fingerprint

Project management
Project success
Developing countries
Front-end
Factors
Project manager
Influencing factors
Uncertainty

Cite this

Faniran, O. O., Love, P., & Smith, J. (2000). Effective Front-End Project Management A Key to Achieving Project Success in Developing Countries. In A. B. Ngowi, & J. Ssegawa (Eds.), Proceedings of the 2nd International Conference of the CIB Task Group 29 (TG29): Challenges facing the construction industry in developing countries Gaborone: International Council for Research and Innovation in Building and Construction (CIB) .
Faniran, O O ; Love, Peter ; Smith, Jim. / Effective Front-End Project Management A Key to Achieving Project Success in Developing Countries. Proceedings of the 2nd International Conference of the CIB Task Group 29 (TG29): Challenges facing the construction industry in developing countries. editor / A. B. Ngowi ; J. Ssegawa. Gaborone : International Council for Research and Innovation in Building and Construction (CIB) , 2000.
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abstract = "Good project management at the early stages of a project (the “front-end”) has been found to providepotentially significant opportunities for eliminating, or reducing, several problems that prevent theachievement of project success. Front-end project management is particularly relevant in developingcountries where the achievement of project success often poses a special challenge to project managers dueto inherent factors of uncertainty and unpredictability in the operating environment of projects. This paperpresents an operating framework for achieving project success in developing countries through theimplementation of front-end project management. Factors influencing project management at the front endare discussed. Strategies for applying front-end project management to projects in developing countries arealso outlined.",
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Faniran, OO, Love, P & Smith, J 2000, Effective Front-End Project Management A Key to Achieving Project Success in Developing Countries. in AB Ngowi & J Ssegawa (eds), Proceedings of the 2nd International Conference of the CIB Task Group 29 (TG29): Challenges facing the construction industry in developing countries. International Council for Research and Innovation in Building and Construction (CIB) , Gaborone, The 2nd International Conference on Construction in Developing Countries, Gaborone, Botswana, 15/11/00.

Effective Front-End Project Management A Key to Achieving Project Success in Developing Countries. / Faniran, O O ; Love, Peter; Smith, Jim.

Proceedings of the 2nd International Conference of the CIB Task Group 29 (TG29): Challenges facing the construction industry in developing countries. ed. / A. B. Ngowi; J. Ssegawa. Gaborone : International Council for Research and Innovation in Building and Construction (CIB) , 2000.

Research output: Chapter in Book/Report/Conference proceedingConference contributionResearchpeer-review

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AB - Good project management at the early stages of a project (the “front-end”) has been found to providepotentially significant opportunities for eliminating, or reducing, several problems that prevent theachievement of project success. Front-end project management is particularly relevant in developingcountries where the achievement of project success often poses a special challenge to project managers dueto inherent factors of uncertainty and unpredictability in the operating environment of projects. This paperpresents an operating framework for achieving project success in developing countries through theimplementation of front-end project management. Factors influencing project management at the front endare discussed. Strategies for applying front-end project management to projects in developing countries arealso outlined.

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Faniran OO, Love P, Smith J. Effective Front-End Project Management A Key to Achieving Project Success in Developing Countries. In Ngowi AB, Ssegawa J, editors, Proceedings of the 2nd International Conference of the CIB Task Group 29 (TG29): Challenges facing the construction industry in developing countries. Gaborone: International Council for Research and Innovation in Building and Construction (CIB) . 2000