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42ReferencesBerg, Peder, Knut Andersen, Lars Erik Østby, Svend Lilleby, Svein Styrvold, Kasper Holand,Unni Korsnes, Knut Rønning, and Frode Johansen. 1999. Styring av statligeinvesteringer. Sluttrapport fra styringsgruppen. Oslo, Norway: The Ministry of Finance.Besner, Claude, and Brian Hobbs. 2006. The perceived value and potential contribution ofproject management practices to project success. Project Management Journal 37 (3):37-48.Cooper, Donald R., and Pamela S. Schindler. 2006. Business research methods. 9th ed. Boston:McGraw-Hill.Crawford, Lynn, and Julien Pollack. 2007. How generic are project management knowledge andpractice? Project Management Journal 38 (1):87-96.Dvir, Dov, Arik Sadeh, and Ayala Malach-Pines. 2006. Projects and project managers: therelationship between project managers' personality, project types, and project success.Project Management Journal 37 (5):36-48.Eden, Colin, Fran Ackermann, and Terry Williams. 2005. The Amoebic Growth of Project Costs.Project Management Journal 36 (2):15-27.Flyvbjerg, Bent, Mette Skamris Holm, and Sören Buhl. 2002. Underestimating Costs in PublicWorks Projects. Error or Lie? Journal of the American Planning Association 68 (3):279-295.Flyvbjerg, Bent, Nils Bruzelius, and Werner Rothengatter. 2003. Megaprojects and risk: an anatomy ofambition. Cambridge: Cambridge University Press.Flyvbjerg, Bent, Mette K. Skamris Holm, and Sören L. Buhl. 2004. What Causes Cost Overrun inTransportation Infrastructure Projects? Transport Reviews 24 (1):3-18.Flyvbjerg, Bent, Mette K. Skamris Holm, and Sören L. Buhl. 2005. How (In)accurate AreDemand Forecasts in Public Works Projects? The Case of Transportation. Journal of theAmerican Planning Association 71 (2):131-146.Flyvbjerg, Bent. 2006a. From Nobel Prize to Project Management: Getting risks right. ProjectManagement Journal 37 (3):5-15.Flyvbjerg, Bent. 2006b. Five Misunderstandings About Case-Study Research. Qualitative Inquiry 12(2):219-245.Flyvbjerg, Bent. 2008. Curbing optimism bias and strategic misrepresentation in planning:reference class forecasting in practice. European Planning Studies 16 (1):3-21.Gareis, Roland. 1989. 'Management by Projects': the management approach for the future.International Journal of Project Management 7 (4):243-249.Gido, Jack, and James P. Clements. 1999. Successful Project Management. Cincinnati, Ohio, US:South-Western College Publishing.
43Klakegg, Ole Jonny, Terry Williams, Ole Morten Magnussen, and Helene Glasspool.forthcoming. Governance frameworks for public project development and estimation.Newton Square, PA: Project Management Institute.Klakegg, Ole Jonny, Terry Williams, Ole Morten Magnussen, and Helene Glasspool. 2008.Governance frameworks for public project development and estimation. ProjectManagement Journal 39 (S1):S27-S42.Kloppenborg, Timothy J., and Warren A. Opfer. 2002. The current state of project managementresearch: Trends, interpretations, and predictions. Project Management Journal 33 (2):5.Lessard, Donald R., and Roger Miller. 2000. Chapter 3 Mapping and Facing the Landscape ofRisks. In The Strategic Management of Large Engineering Projects: Shaping Institutions, Risks andGovernance, edited by R. Miller and D. R. Lessard. Cambridge, Mass.: MIT Press.Magnussen, Ole M. 2009a. Cost development in quality-assured major infrastructure projects.Trondheim, Norway: Norwegian University of Science and Technology.Magnussen, Ole M. 2009b. Explaining cost estimate differences in up-front assessments andquality assurance of large projects. Trondheim, Norway: Norwegian University of Scienceand Technology.Magnussen, Ole Morten, and Knut Samset. 2005. Succesful Megaprojects: Ensuring Quality atEntry. In EURAM 2005 The European Academy of Management Annual Conference 2005.Munich, Germany.Magnussen, Ole M. and Nils O. E. Olsson. 2007. Managing the front-end of projects: Anindustrial networks theory approach. In EURAM 2007 The European Academy ofManagement Annual Conference 2007. Paris, France.Magnussen, Ole M., and Nils O. E. Olsson. 2006. Comparative Analysis of Cost Estimates ofMajor Public Investment Projects. International Journal of Project Management 24 (4):281-288.Major Projects Association. 2008. The challenge of major projects.[http://www.majorprojects.org/training_cont.html#challenge], 2008-08-27Mikkelsen, Hans, and Jens O. Riis. 2003. Grundbog i prosjektledelse [Textbook in project management].7th ed. Rungsted, Denmark: Prodevo.Miller, Roger, and Donald R. Lessard. 2000. The strategic Management of Large Engineering Projects:Shaping institutions, Risk and Governance. Cambridge, MA: MIT Press.Mir, Raza, and Andrew Watson. 2000. Strategic Management and the Philosophy of Science: TheCase for a Constructivist Methodology. Strategic Management Journal 21 (9):941-953.Morris, Peter W. G., and George H. Hough. 1987. The anatomy of major projects. A study of the realityof project management. Chichester, UK: John Wiley & Sons.Olsson, Nils O. E., and Ole M. Magnussen. 2007. Flexibility at different stages in the life cycle ofmajor projects: an empirical illustration of the "freedom to maneuver". Project ManagementJournal 38 (4):25-32.
Page 1 and 2: 3PrefaceThe research presented in t
Page 3 and 4: 5Table of contentsPART 1 ..........
Page 5 and 6: 7Summary/abstractThe work reported
Page 8 and 9: 101 IntroductionProjects are increa
Page 10: collection and interpretation of th
Page 13 and 14: 15normative agendas, in other words
Page 15 and 16: 17world of projects. The choice of
Page 17 and 18: 19Figure 3 Sources and dataThe proj
Page 19 and 20: 21In line with Flyvbjerg (2006b), t
Page 21 and 22: 233 Concepts and constructs of thep
Page 23 and 24: 25by most BOKs and textbooks in pro
Page 25 and 26: 274 Main topics covered by the rese
Page 27 and 28: 294.2 Empirical indications from ex
Page 29 and 30: 31Budget proposed by the Norwegian
Page 31 and 32: 3330 %Difference (%) from the propo
Page 33 and 34: 3520 00018 000Cost development from
Page 35 and 36: 37In paper 9 (Magnussen 2009a) an a
Page 37 and 38: 395 Conclusions and directions for
Page 39: 41estimates must be implemented at
Page 43 and 44: 45List of government documents 11Fi
Page 45 and 46: 47Part 2 - Papers1. Magnussen, Ole
Page 47 and 48: Paper 1Magnussen, Ole Morten, and K
Page 49 and 50: AbstractCost overruns and delays ar
Page 51 and 52: 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
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Directorate for Cultural Heritage (
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the project. The basic activity was
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assumed to be more important than o
Page 101 and 102:
Another interesting observation was
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REFERENCESEngwall, Mats. 2003. No p
Page 105 and 106:
Söderlund, Jonas. 2002. On the dev
Page 107 and 108:
Flexibility at Different Stages in
Page 109 and 110:
Reproduced with permission of the c
Page 111 and 112:
Page 113 and 114:
Page 115:
Paper 5Olsson, Nils O. E., and Ole
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PAPERSGovernance Frameworks for Pub
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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
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(within MoD but independent of thep
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Norway U.K. (MoD) U.K. (OGC)Charact
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from the external consultants was s
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governance. International StudiesRe
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Paper 7Williams, Terry, Ole Jonny K
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The development of the frameworksUK
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notable characteristic of the Norwe
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Office to the National Audit Office
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highly complex and changing decisio
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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
Page 192 and 193:
ReferencesFlyvbjerg, B., Holm, M.K.
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