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Figures and TablesFiguresFigure 1. Performance measurement dimensions. (Moseng & Bredrup 1993) .............4Figure 2. Development of selected project characteristics in a time perspective. (Paper3, fig. 1. Based on Christensen & Kreiner 1991: 40, Midler 1995: 369, Samset2001: 33, Mikkelsen & Riis 2003: 47).................................................................12Figure 3. The relative size of the reduction lists as a percentage of the total budget atdifferent phases of the projects. N=19 .................................................................14Figure 4. Consequences of different values of the uncertainty, significance ofdecisions and the degree of freedom to manoeuvre compared to the desired roomfor manoeuvring in different project phases. (Paper 7, fig. 6. Based on Eikeland2001: 40) ..............................................................................................................15Figure 5. Internal and external flexibility, combined with internal and contextualuncertainty............................................................................................................19Figure 6. Stakeholder perspectives on external flexibility in project phases...............20Figure 7. External and internal flexibility in a time perspective..................................21Figure 8. Indications of cost in relation to the degree of flexibility for internalflexibility and external flexibility. .......................................................................24Figure 9. Flexibility strategies in relation to redundancy and change management.(Paper 8, fig. 3) ....................................................................................................27Figure 10. Flexibility in the product and the decision process. (Based on Paper 1, fig.1) ..........................................................................................................................30Figure 11. A model for planning and execution of railway investment projects, andhow the studied projects fit the model. (Paper 5, fig. 2)......................................32Figure 12. The Norwegian rail network and location of studied projects (in grey). Thesize and location of the new built rail lines are only for illustrational purpose.(Paper 5, fig. 1) ....................................................................................................33Figure 13. Framework for analysing project flexibility. (Paper 8, fig. 1)....................35Figure 14. Internal and external flexibility versus efficiency and effectiveness. ........37Figure 15. Illustration of a situation of late locking of scope and fast execution.(Based on Midler 1995, fig. 5).............................................................................41Figure 16. Illustration of a situation of where areas of uncertainty are shielded off forlate locking. (Paper 7, fig. 7)................................................................................42Figure 17. Illustration of a situation of incremental commitments, in three steps.......42Figure 18. Illustration of a situation where a project is designed to absorb changes.(Based on Figure 4)..............................................................................................43TablesTable 1. The primary information sources upon which the thesis is based. ..................9Table 2. Observed impact from the studied project strategies. (Paper 5, table 8) .......33Table 3. Approaches to external flexibility management. ...........................................40vi
Paper OverviewThe following papers are found in Part 2 of the thesis.Paper 1.Olsson, N.O.E. 2006. Management of flexibility in projects. International Journal ofProject Management 24:1, 66–74.Paper 2.Magnussen, O.M. & Olsson, N.O.E. 2006. Comparative analysis of cost estimates ofmajor public investment projects. International Journal of ProjectManagement 24:4, 281–288.Paper 3.Olsson, N.O.E. & Magnussen, O.M. 2006. ‘Projects trapped in their freedom:Flexibility aspects of front-end quality assurance of major projects’. Papersubmitted to Project Management Journal.Paper 4.Olsson, N.O.E. 2004. ‘Flexibility in Engineering Projects: Blessing or Curse?’ Paperpresented at the NORDNET 2004 International PM Conference, 29 September– 1 October 2004, Helsinki, Finland.Paper 5.Olsson, N.O.E. 2006. ‘Impact analysis of railway projects in a flexibility perspective’.Transport Reviews 26:5, 557-569.Paper 6.Henriksen, B., Olsson, N. & Seim, A. 2006. ‘Adjustments, effectiveness andefficiency in Norwegian hospital construction projects’. Proceedings CIBW70 Trondheim International Symposium. Changing User Demands onBuildings, 12–14 June 2006, Trondheim, Norway.Paper 7.Olsson, N.O.E. & Samset, K. 2006. ‘Front-End Management, Flexibility and ProjectSuccess’. Paper presented at PMI Conference, 17-19 July 2006, Montreal,Canada.Paper 8.Olsson, N.O.E. 2006.‘Flexibility and Front-End Management; Key to Project Successand failure’ Paper accepted for presentation by ProMAC InternationalConference on Project Management, 27-29 September 2006, Sydney,Australia.vii
Page 1 and 2: ISBN 82-471-8121-5 (printed ver.)IS
Page 3: Preface and AcknowledgementsThe wor
Page 7: Table of ContentsPreface and Acknow
Page 11 and 12: AbstractTraditionally, projects ten
Page 13 and 14: alternative use. There are indicati
Page 15 and 16: 1. Introduction1. IntroductionThis
Page 17 and 18: 1. IntroductionFlexible projects ar
Page 19 and 20: 1. IntroductionA literature review
Page 21 and 22: 2. Study design2. Study designThe r
Page 23 and 24: 2. Study designInformation Content
Page 25 and 26: 3. Flexibility in different project
Page 31 and 32: 4. Project stakeholders4. Project s
Page 33 and 34: 4. Project stakeholdersmandatory qu
Page 35 and 36: 4. Project stakeholdersBased on res
Page 37 and 38: 5. Effectiveness and efficiency5. E
Page 39 and 40: 5. Effectiveness and efficiencyconf
Page 41 and 42: 5. Effectiveness and efficiencyDegr
Page 43 and 44: 6. Project flexibility categorisati
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Page 51 and 52: 7. ConclusionsProject phasesFlexibi
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Page 55 and 56: 7. Conclusions16, Figure 17, and Fi
Page 57 and 58: 7. Conclusions4. AbsorptionAbsorpti
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7. ConclusionsThere appears to be a
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ReferencesAbbot, A. & Banerji, K. 2
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Gareis, R. 2004. Maturity of the Pr
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Miller, R. & Lessard, D. 2000. The
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Part 2.
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Paper 1.Olsson, N.O.E. 2006. Manage
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N.O.E. Olsson / International Journ
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Paper 2.Magnussen, O.M. & Olsson, N
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282 O.M. Magnussen, N.O.E. Olsson /
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Projects trapped in their freedom:
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1. IntroductionThe purpose of this
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project phases: preparation, freezi
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establish realistic cost and time f
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4. ResultsIn the following, the emp
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lowered the quality but the volume
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Percent ofproject onSize of remaini
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flexibility is introduced by the us
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100 %First official estimateApprova
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ReferencesAndersen, B., Fagerhaug,
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Paper 4.Olsson, N.O.E. 2004. ‘Fle
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The concept of project flexibilityF
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3. CONCLUSIONSWhat seems to be impl
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Paper 5.Olsson, N.O.E. 2006. ‘Imp
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558 N. O. E. Olsson et al.ex-post s
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560 N. O. E. Olsson et al.Table 1.O
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562 N. O. E. Olsson et al.and actua
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564 N. O. E. Olsson et al.Table 3.
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566 N. O. E. Olsson et al.Table 7.S
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568 N. O. E. Olsson et al.with a wi
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Paper 6.Henriksen, B., Olsson, N. &
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In this paper we use the process an
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PROCESS ANALYSIS IN THE PLANNING OF
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final framework for expected patien
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User involvement also generated exp
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Paper 7.Olsson, N.O.E. & Samset, K.
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Project flexibility and front-end m
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uncertainty. External flexibility c
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5.2. Flexibility in decision proces
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Degree of redundancySlackPrecisionC
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