Project determinants of long-term value in the operations

There is increasing scholarly interest in the long-term impact of projects. In this context, this paper investigates how projects create value during the operations phase, when their outputs have been transferred to end users. We draw on a purposefully selected, in-depth single case study of an urban development project that has been in its operational phase for more than 50 years and has consistently delivered value to end users. Our analysis contrasts the value espoused by the project organisation during the project phase with the value perceived by end users 50 years after project completion. The findings indicate that long-term value creation in the operations phase is facilitated by two key factors: (a) the design, during the project phase, of a permanent organisation operations, and (b) the design of ad hoc processes and structures within this organisation to define and regulate its relationship with end users in accordance with the principle of subsidiarity.