Link to thesis - Concept - NTNU

7. ConclusionsEnablersThis thesis refers to enablers as factors that contribute to making it possible forprojects to be flexible.Degree of redundancyRedundancy has been presented as an enabler for flexibility. Redundancy can beapplied to flexibility in both the product and decision process. Flexibility in theproduct may be achieved by over-specification of future functionality. A flexibledecision process calls for redundant recourses and time to perform analyses ofalternative project concepts. The rationality behind the use of redundancy is that thisuse of resources is cost effective compared to later major changes.IncentivesIncentives for different project stakeholders are strongly related to the contractingstructure of a project and other financial obligations. A common tool for achievingflexibility in projects is the use of option-based contracts, which enable a continuouslocking of the projects. Flexibility has a value for those that can benefit fromadjustments, and it is a cost for those who have to adapt. The fewer restrictions ontheir part of the project, the better opportunities there are for any stakeholder tooptimise the use of available resources.Modularity on macro and micro levelModularity has also been identified as an enabler for flexible project management. Ona micro level, design modularity is a tool for efficiency because it may reducenegative effect of changes. On a macro level, it has been shown that modularity canbe an enabler for flexible decision processes because decision makers can make theincremental commitments. Macro modularisation of projects usually means that eachmodule can be produced over a shorter time period than would have been the case foran integrated project. Shorter execution time reduces the probability for majoradjustments during the project. Modularity on macro level was analysed for railwayinvestment projects. In the studied projects, macro modularisation was associated withcost control but also with lower benefit realisation than planned.7.2 What are the implications for front-end management?Successful strategies for project flexibility either aim at avoiding flexibility in projectsor enabling projects to manage flexibility. Projects avoid adjustments or live withthem. To be more specific and using the terminology presented in the thesis,successful strategies aim either at avoiding external flexibility after the front-endphase, or at managing external flexibility during the planning and execution phases.The following discussion is related to external flexibility. Project internal flexibilityhas not been analysed enough in this thesis to provide implications for projectmanagement.The longer the time-frame of a project, the less likely it is that prerequisites willremain unchanged. This means that the longer the time-frame of a project, the moreimportant it is to prepare the project to either avoid or manage changes.Even though the results are based on studies of a few projects, this thesis has shownthat the potential drawbacks of flexible projects are substantial, both in terms of39