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The ultimate success of a foresight project lies, as in most projects, in the extended outcome; that is, the implementation of foresight knowledge in policies, strategies and actions.
For most projects, the DNA of success is highly complex, and outcomes are difficult to predict, especially long term.
Most projects require some serious elbow grease.
For most projects, training materials remained mediocre.
Most projects were non-commercial.
In most projects the project leader is the project founder and the project maintainer [ 27].
Most projects are gender-blind in the sense that the gender dimension has not been systematically included in the development of the project, or in the monitoring and evaluation of its outcomes.
We begin by documenting that the H3 system can quickly handle datasets more than one hundred times larger than most previous systems, then cover the project outcomes, which include incorporation into a commercial product.
As a consequence, in most restoration projects the on-ground outcome is largely untested, and so planned vegetation restoration strategies are seldom guided by site-specific evidence-based information.
One of the most impactful metrics you can communicate is project outcomes.
Starting with a simple model relating project conditions, project management competences and desired project outcomes, we collected data through interviews, focus groups and one large plenary meeting with most of the company's project managers.
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Justyna Jupowicz-Kozak
CEO of Professional Science Editing for Scientists @ prosciediting.com