ABSTRACT
In this chapter, the authors examine project value, a concept that offers broader differences of opinion, because it is open to interpretation based on how they perceive value and based on the different ways they have to generate or obtain value. The value generated for a client conducting a technology or information systems project will always be difficult to grasp, complex to calculate, and difficult to prove. The generated value or competitive advantage produced by the project deliverables can only be checked after the project has ended, and probably after the project team has been dispersed. There are three key players or stakeholders in most organizations who are concerned with client-side value interests: the buyer, the project leader, and the project users group. Most suppliers will state that establishing and maintaining long-term client relationships is a prominent business objective. An effective client relationship management strategy is needed to integrate client-side perspectives with supplier-side interests.
