- List of Figures
- List of Tables
- List of Contributors
- Introduction: Towards the Third Wave of Project Management
- A Brief History of Project Management
- Theoretical Foundations of Project Management: Suggestions for a Pluralistic Understanding
- The Evolution of Project Management Research: The Evidence from the Journals
- Prospects for Professionalism in Project Management
- The Project Business: Analytical Framework and Research Opportunities
- Projects and Partnerships: Institutional Processes and Emergent Practices
- Project Ecologies: A Contextual View on Temporary Organizations
- The P-Form Corporation: Contingencies, Characteristics, and Challenges
- Implementing Strategy through Projects
- Program Management: An Emerging Opportunity for Research and Scholarship
- Projects and Innovation: Innovation and Projects
- Project Governance
- Over Budget, Over Time, Over and Over Again: Managing Major Projects
- Managing Risk and Uncertainty on Projects: A Cognitive Approach
- Information Management and the Management of Projects
- Shaping Projects, Building Networks
- Innovating the Practice of Normative Control in Project Management Contractual Relations
- Trust in Relational Contracting and as a Critical Organizational Attribute
- Knowledge Integration in Product Development Projects: A Contingency Framework
- Leadership And Teamwork In Dispersed Projects
- Projects-as-Practice: New Approach, New Insights
- Author Index
- Subject Index
Abstract and Keywords
This article first lists the general characteristics of major publich projects and programmes. These projects are deeply problematic, because they produce failure upon failure. Most of the time this impacts people mainly in terms of financial losses, which is bad enough for taxpayers and other investors who fund major projects. But worse, particular groups, who are often already disadvantaged, are sometimes forced to carry a disproportionate share of negative environmental and social impacts from projects that do not even deliver the promised benefits. This article uncovers the deeper causes of cost overruns and benefit shortfalls. In addition, possible solutions to the problems are described.
Bent Flyvbjerg is Professor and Founding Chair of Major Programme Management at Oxford University and Founding Director of Oxford's BT Centre for Major Programme Management. He was twice a Visiting Fulbright Scholar to the USA, where he did research at UCLA, UC Berkeley, and Harvard. His books include Megaprojects and Risk and Decision-Making on Mega-Projects. His publications have been translated into eighteen languages.
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