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Expertise ontechnicalissuesAEExpertise oncultural heritageissuesIdentification andcoordination ofneedsExpertise on theneeds of endusersIdentification andcommunication ofneedsBCombinationof resourcesDShaping thedesign ofthe projectCFormalobligation tocheck designwith respect tocultural heritagerequirementsExpertise oncultural heritageissuesFormal authorityon culturalheritage mattersFigure 4 The network of actors, resources and activitiesDISCUSSION AND ANALYSISAbove, the network of a public building project in the front-end was described with theindustrial network model. The model was proposed because it has characteristics that could beuseful in the early phases of project. Data from a case study has been analysed to illustrate theuse of the model and to elaborate whether the approach could advance improvements in theway the front-end of projects are managed, compared to the traditional approach.The description of the case project started with the identification of important actors andrelationships. Figure 2 is an illustration of the network of actors and their relationships. It wasspecified that the perspective would be on organisations. Therefore, it could be criticized thatFigure 2 represents nothing more than a static overview of stakeholders. However, what alsowas specified was that in the description of resources and activities, some activities are28
assumed to be more important than others. In Figure 3 it has therefore been narrowed in onone specific part of the network where important design activities were performed. Figure 3highlights this part of the network. Important resources in the network were identified asknowledge and experience of different aspects of the building project and the identifiedactivity pertained to the basic design of the project. Although the identified resources andactivities here can not be said to be incompatible with the terms defined in the industrialnetwork model, it must be noted that the concepts of the industrial network model have somelimitations when it comes to describing resources and activities in the front-end of a project.This could of course stem from the fact that the network model was created to analysestability and development in an industrial environment, which typically would involve firmsengaged in a production process. Despite these difficulties, the description results in Figure 4,where it is attempted to combine the three variables actors, resources and activities. Thediscussion here will be centred on the specific part of the network presented in Figure 4.An important feature of the Cultural Heritage Seminars is that it both characterises theinteraction between the actors involved in it, at the same time as it itself represents an actor inthe network (although it does not necessarily fulfil the conditions to be described as anorganisation). This is meaningful from a network approach, first of all because it can be saidthat it is an entity that controls resources. Secondly, it is also evident that the CulturalHeritage Seminars represent an activity because of the fact that resources were combined toperform a task and the outcome was crucial in the design of the project. It was stated by theproject manager, that the Cultural Heritage Seminars was an important arena for sharingknowledge and learning from each other. This opens for the interpretation that resources wereshared and combined, which means that it is consistent with the definition of an activity in theperspective of the industrial network model.29
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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
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
Page 95 and 96: Directorate for Cultural Heritage (
Page 97: the project. The basic activity was
Page 101 and 102: Another interesting observation was
Page 103 and 104: 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 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
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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
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ReferencesFlyvbjerg, B., Holm, M.K.
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