Abstract
This paper considers the problems associated with the identification and use of project-related objectives held by a project-owning, client organization. It is argued that the evaluation of projects, contractors, professionals or procurement methods solely on the extent to which client objectives are achieved is problematic. Difficulties include setting objectives at an appropriate level, allowing for uncertainty and inter dependencies between objectives, and measuring the achievement of objectives. Proper evaluation and improvements in performance require an examination not just of project objectives but also of the processes involved in pursuing them.
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