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Lundin, Rolf A., and Anders Söderholm. 1995. A theory of the temporary organization.Scandinavian Journal of Management 11 (4):437-455.Magnussen, Ole Morten, and Erik Rästad. 2003. Håndtering av omgivelsesusikkerhet itidligfasen av store prosjekter. (Title in english (authors’ translation): Managingenvironmental uncertainty at the front-end of large projects) Master thesis, Departmentof Industrial Economics and Technology Management, The Norwegian University ofScience and Technology, Trondheim, Norway.Manning, Stephan. 2005. Managing project networks as dynamic organizational forms:Learning from the TV movie industry. International Journal of Project Management23 (5):410-414.Miller, Roger, and Brian Hobbs. 2005. Governance Regimes for Large Complex Projects.Project Management Journal 36 (2):42-50.Miller, Roger, and Xavier Olleros. 2000. Project Shaping as a Competitive Advantage. In Thestrategic management of large engineering projects : shaping institutions, risks, andgovernance. Cambridge, Mass.: MIT Press.Olsson, Nils, Kjell Austeng, Knut Samset, and Ola Lädre. 2004. Ensuring Quality-at-Entry:Challenges in Front-end Management of Projects. Project Perspectives 27 (1):36-40.Packendorff, J. 1995. Inquiring into the temporary organization: new directions for projectmanagement research. Scandinavian Journal of Management 11 (4):319-344.Project Management Institute. 2000. A Guide to the Project Management Body of Knowledge.PMBOK Guide. 2000 ed. Pennsylvania, USA: Project Management Institute.Samset, Knut. 2003. Project Evaluation. Making Investments Succeed. Trondheim, Norway:Tapir Academic Press.34
Söderlund, Jonas. 2002. On the development of Project Management Research: Schools ofThought and Critique. Project Management 8 (1):20-31.Söderlund, Jonas. 2004. Building theories of project management: past research, questions forthe future. International Journal of Project Management 22 (3):183-191.Vaaland, Terje I. 2002. Project networking - managing project interdependencies. ProjectManagement 8 (1):32-38.Yin, Robert K. 2003. Applications of case study research. 2nd ed. Thousand Oaks, Calif.:Sage Publications.35
Page 1 and 2:
3PrefaceThe research presented in t
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5Table of contentsPART 1 ..........
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7Summary/abstractThe work reported
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101 IntroductionProjects are increa
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collection and interpretation of th
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15normative agendas, in other words
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17world of projects. The choice of
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19Figure 3 Sources and dataThe proj
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21In line with Flyvbjerg (2006b), t
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233 Concepts and constructs of thep
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25by most BOKs and textbooks in pro
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274 Main topics covered by the rese
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294.2 Empirical indications from ex
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31Budget proposed by the Norwegian
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3330 %Difference (%) from the propo
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3520 00018 000Cost development from
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37In paper 9 (Magnussen 2009a) an a
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395 Conclusions and directions for
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41estimates must be implemented at
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43Klakegg, Ole Jonny, Terry William
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45List of government documents 11Fi
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47Part 2 - Papers1. Magnussen, Ole
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Paper 1Magnussen, Ole Morten, and K
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AbstractCost overruns and delays ar
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Cost effectiveness considerations:
Page 53 and 54: demonstrates another fundamental is
Page 55 and 56: Figure 1 The Extended Quality Assur
Page 57 and 58: Expected effects of the revised qua
Page 59 and 60: ReferencesBerg, Peder, Kilde, Halva
Page 61 and 62: International Journal of Project Ma
Page 63 and 64: O.M. Magnussen, N.O.E. Olsson / Int
Page 69 and 70: Paper 3Magnussen, Ole M., and Nils
Page 71 and 72: MANAGING THE FRONT-END OF PROJECTS:
Page 73 and 74: Olsson, Samset, Austeng and Lädre
Page 75 and 76: 1995; Packendorff, 1995), mainly cr
Page 77 and 78: to a better way of managing the fro
Page 79 and 80: Figure 1 Basic structure of the ind
Page 81 and 82: from empirical investigations has b
Page 83 and 84: among organizations, not individual
Page 85 and 86: actors, the relationships are repro
Page 87 and 88: the network approach has been used
Page 89 and 90: established based on the views of i
Page 91 and 92: IHFJKGAELDMBCA - The focal projectB
Page 93 and 94: the NDEA. The communication strateg
Page 95 and 96: Directorate for Cultural Heritage (
Page 97 and 98: the project. The basic activity was
Page 99 and 100: assumed to be more important than o
Page 101 and 102: Another interesting observation was
Page 103: REFERENCESEngwall, Mats. 2003. No p
Page 107 and 108: Flexibility at Different Stages in
Page 109 and 110: Reproduced with permission of the c
Page 115: Paper 5Olsson, Nils O. E., and Ole
Page 126 and 127: PAPERSGovernance Frameworks for Pub
Page 128 and 129: supporting setting of and achieving
Page 130 and 131: The study proceeded as follows:•
Page 132 and 133: y the Chief of Defence Materiel, he
Page 134 and 135: (within MoD but independent of thep
Page 136 and 137: Norway U.K. (MoD) U.K. (OGC)Charact
Page 138 and 139: from the external consultants was s
Page 140 and 141: governance. International StudiesRe
Page 142 and 143: Paper 7Williams, Terry, Ole Jonny K
Page 144 and 145: The development of the frameworksUK
Page 146 and 147: notable characteristic of the Norwe
Page 148 and 149: Office to the National Audit Office
Page 150 and 151: highly complex and changing decisio
Page 152 and 153: ARTICLE IN PRESSAvailable online at
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ARTICLE IN PRESST. Williams et al.
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Paper submitted to the Internationa
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One constraint is that actual costs
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In other words, the QA scheme is a
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author, there apparently are no stu
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20,0 %15,0 %10,0 %5,0 %0,0 %P50 est
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The pre-eminent result is that the
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Results from the analysis of the de
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more fundamental assessments of pro
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Paper 10Magnussen, Ole M. 2009. Exp
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Explaining cost estimate difference
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changes and external factors. Facto
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30 %Difference (%) from the propose
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Table 2 Areas associated with expla
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agency. In this case, the observed
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ReferencesFlyvbjerg, B., Holm, M.K.
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