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Megaproject Planning And Management: Essential Readings

Megaproject Planning And Management: Essential Readings

Bent Flyvbjerg

Edited by Bent Flyvbjerg, BT Professor and Chair of Major Programme Management, Said Business School, University of Oxford, UK

Two volume set 2014 1,400 pp Hardback 978 1 78100 170 7

Hardback £425.00 on-line price £382.50

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Series: Elgar Mini Series






Description
Megaproject Planning and Management: Essential Readings contains the seminal articles from the growing body of research on megaproject planning and management along with an original introduction by the editor. Bent Flyvbjerg, the leading and most cited authority in the field, has used crowdsourcing and 25 years of experience to cherry-pick from several hundred articles and books the writings that define this new and exciting area of policy, business and academic inquiry. This volume will be an indispensable resource for those wishing to speak with authority about how megaprojects are prepared, delivered and fought over. The target audience is students, academics, practitioners, and media pundits alike, as well as communities affected by megaprojects.

Contents
70 articles, dating from 1951 to 2012 Contributors include: A. Altshuler, S. Clegg, S. Fainstein, P. Hall, A. Hirschman, D. Kahneman, R. Miller, P. Morris, R. Scott

Further information

Megaproject Planning and Management: Essential Readings contains the seminal articles from the growing body of research on megaproject planning and management along with an original introduction by the editor. Bent Flyvbjerg, the leading and most cited authority in the field, has used crowdsourcing and 25 years of experience to cherry-pick from several hundred articles and books the writings that define this new and exciting area of policy, business and academic inquiry. This volume will be an indispensable resource for those wishing to speak with authority about how megaprojects are prepared, delivered and fought over. The target audience is students, academics, practitioners, and media pundits alike, as well as communities affected by megaprojects.

Full table of contents

Contents:

Volume I

Acknowledgements

Introduction Bent Flyvbjerg

PART I THE HISTORY OF MEGAPROJECTS
1. Paul O. Gaddis (1959), ‘The Project Manager’
2. Peter W.G. Morris (1994), ‘The 1960s: Apollo and the Decade of Management Systems’
3. Christophe Midler (1995), ‘“Projectification” of the Firm: The Renault Case’
4. Paul R. Josephson (1995), ‘“Projects of the Century” in Soviet History: Large-Scale Technologies from Lenin to Gorbachev’
5. Sylvain Lenfle and Christoph Loch (2010), ‘Lost Roots: How Project Management Came to Emphasize Control Over Flexibility and Novelty’

PART II PROJECT POSTMORTEMS
6. John E. Sawyer (1951), ‘Entrepreneurial Error and Economic Growth’
7. Albert O. Hirschman (1967), ‘The Principle of the Hiding Hand’
8. Don H. Pickrell (1992), ‘A Desire Named Streetcar: Fantasy and Fact in Rail Transit Planning’
9. Bent Flyvbjerg, Mette Skamris Holm and Søren Buhl (2002), ‘Underestimating Costs in Public Works Projects: Error or Lie?’
10. Bent Flyvbjerg, Mette K. Skamris Holm and Søren L. Buhl (2005), ‘How (In)accurate Are Demand Forecasts in Public Works Projects?: The Case of Transportation’
11. Bent Flyvbjerg, Mette K. Skamris Holm and Søren L. Buhl (2004), ‘What Causes Cost Overrun in Transport Infrastructure Projects?’
12. Zur Shapira and Donald J. Berndt (1997), ‘Managing Grand-Scale Construction Projects: A Risk-Taking Perspective’
13. Jon Teigland (1999), ‘Mega-Events and Impacts on Tourism; The Predictions and Realities of the Lillehammer Olympics’
14. Robert A. Baade and Victor A. Matheson (2004), ‘The Quest for the Cup: Assessing the Economic Impact of the World Cup’
15. John Horne (2007), ‘The Four “Knowns” of Sports Mega-Events’
16. Edward W. Merrow (2011), ‘Project Outcomes’

PART III FRONT-END MANAGEMENT
17. Peter Hall (1980), ‘Towards Prescription’
18. Terry Williams and Knut Samset (2010), ‘Issues in Front-End Decision Making on Projects’
19. Hugo Priemus (2010), ‘Mega-projects: Dealing with Pitfalls’
20. Hans de Bruijn and Martijn Leijten (2007), ‘Megaprojects and Contested Information’
21. Chantal C. Cantarelli, Bent Flyvbjerg, Bert van Wee and Eric J.E. Molin (2010), ‘Lock-In and its Influence on the Project Performance of Large-Scale Transportation Infrastructure Projects: Investigating the Way in which Lock-In can Emerge and Affect Cost Overruns’
22. Martin Wachs (1990), ‘Ethics and Advocacy in Forecasting for Public Policy’
23. Bent Flyvbjerg (2006), ‘From Nobel Prize To Project Management: Getting Risks Right’
24. Bent Flyvbjerg, Massimo Garbuio and Dan Lovallo (2009), ‘Delusion and Deception in Large Infrastructure Projects: Two Models for Explaining and Preventing Executive Disaster’
25. Daniel Kahneman (2011), ‘The Outside View’

PART IV GOVERNANCE AND INSTITUTIONS
26. W. Richard Scott (2012), ‘The Institutional Environment of Global Project Organizations’
27. Ryan J. Orr and W. Richard Scott (2008), ‘Institutional Exceptions on Global Projects: A Process Model’
28. Roger Miller and Brian Hobbs (2005), ‘Governance Regimes for Large Complex Projects’
29. Nils Bruzelius, Bent Flyvbjerg and Werner Rothengatter (1998), ‘Big Decisions, Big Risks: Improving Accountability in Mega Projects’
30. Barbara S. Romzek and Melvin J. Dubnick (1987), ‘Accountability in the Public Sector: Lessons from the Challenger Tragedy’
31. Erik Swyngedouw, Frank Moulaert and Arantxa Rodriguez (2002), ‘Neoliberal Urbanization in Europe: Large-Scale Urban Development Projects and the New Urban Policy’


Volume II

Acknowledgements

An Introduction to both volumes by the editor appears in Volume I


PART I STAKEHOLDER MANAGEMENT
1. Kirsi Aaltonen and Jaakko Kujala (2010), ‘A Project Lifecycle Perspective on Stakeholder Influence Strategies in Global Projects’
2. Audley Genus (1997), ‘Managing Large-Scale Technology and Inter-Organizational Relations: The Case of the Channel Tunnel’
3. J. Scott Sutterfield, Shawnta S. Friday-Stroud and Sheryl L. Shivers-Blackwell (2006), ‘A Case Study of Project and Stakeholder Management Failures: Lessons Learned’
4. Hilary Schaffer Boudet and Leonard Ortolano (2010), ‘A Tale of Two Sitings: Contentious Politics in Liquefied Natural Gas Facility Siting in California’
5. Doug McAdam, Hilary Schaffer Boudet, Jennifer Davis, Ryan J. Orr, W. Richard Scott and Raymond E. Levitt (2010), ‘“Site Fights”: Explaining Opposition to Pipeline Projects in the Developing World’
6. Bent Flyvbjerg (2012), ‘Why Mass Media Matter to Planning Research: The Case of Megaprojects’

PART II FINANCE
7. Benjamin C. Esty (2004), ‘Why Study Large Projects? An Introduction to Research on Project Finance’
8. Tom Copeland and Peter Tufano (2004), ‘A Real-World Way To Manage Real Options’
9. Bent Flyvbjerg (2013), ‘Quality Control and Due Diligence in Project Management: Getting Decisions Right by Taking the Outside View’
10. Aidan R. Vining and Anthony E. Boardman (2008), ‘Public-Private Partnerships: Eight Rules for Governments’
11. Matti Siemiatycki (2010), ‘Delivering Transportation Infrastructure Through Public-Private Partnerships: Planning Concerns’
12. Graeme A. Hodge and Carsten Greve (2009), ‘PPPs: The Passage of Time Permits a Sober Reflection’
13. Morag I. Torrance (2008), ‘Forging Glocal Governance? Urban Infrastructures as Networked Financial Products’

PART III DELIVERY
14. P.D. Henderson (1977), ‘Two British Errors: Their Probable Size and Some Possible Lessons’
15. Mendel Giezen (2012), ‘Keeping it Simple? A Case Study into the Advantages and Disadvantages of Reducing Complexity in Mega Project Planning’
16. Jerry Ross and Barry M. Staw (1993), ‘Organizational Escalation and Exit: Lessons from the Shoreham Nuclear Power Plant’
17. Helga Drummond (1998), ‘Is Escalation Always Irrational?’
18. Ramiro Montealegre and Mark Keil (2000), ‘De-Escalating Information Technology Projects: Lessons from the Denver International Airport’
19. Tyrone S. Pitsis, Stewart R. Clegg, Marton Marosszeky and Thekla Rura-Polley (2003), ‘Constructing the Olympic Dream: A Future Perfect Strategy of Project Management’
20. Christopher M. Gordon (1994), ‘Choosing Appropriate Construction Contracting Method’

PART IV SOCIAL AND ENVIRONMENTAL IMPACTS
21. Thayer Scudder (1973), ‘The Human Ecology of Big Projects: River Basin Development and Resettlement’
22. Paul K. Gellert and Barbara D. Lynch (2003), ‘Mega-Projects as Displacements’
23. François Molle and Philippe Floch (2008), ‘Megaprojects and Social and Environmental Changes: The Case of the Thai “Water Grid”’
24. Paul Charest (1995), ‘Aboriginal Alternatives to Megaprojects and Their Environmental and Social Impacts’
25. Rob Vanwynsberghe, Björn Surborg and Elvin Wyly (2012), ‘When the Games Come to Town: Neoliberalism, Mega-Events and Social Inclusion in the Vancouver 2010 Winter Olympic Games’

PART V INNOVATION
26. Mike Hobday (1998), ‘Product Complexity, Innovation and Industrial Organisation’
27. Werner Rothengatter (2008), ‘Innovations in the Planning of Mega-Projects’
28. James Barlow (2000), ‘Innovation and Learning in Complex Offshore Construction Projects’
29. Andrew Davies, David Gann and Tony Douglas (2009), ‘Innovation in Megaprojects: Systems Integration at London Heathrow Terminal 5’
30. Nuno Gil, Marcela Miozzo and Silvia Massini (2011), ‘The Innovation Potential of New Infrastructure Development: An Empirical Study of Heathrow Airport's T5 Project’

PART VI CASE STUDIES
31. Peter Hall (1980), ‘Sydney’s Opera House’
32. Alan Altshuler and David Luberoff (2003), ‘The New Politics of Highways’
33. Roger Vickerman (1997), ‘High-Speed Rail in Europe: Experience and Issues for Future Development’
34. Janis van der Westhuizen (2007), ‘Glitz, Glamour and the Gautrain: Mega-Projects as Political Symbols’
35. Joseph S. Szyliowicz and Andrew R. Goetz (1995), ‘“Getting Realistic About Megaproject Planning: The Case of the New Denver International Airport’
36. Karen Bakker (1999), ‘The Politics of Hydropower: Developing the Mekong’
37. Susan S. Fainstein (2008), ‘Mega-Projects in New York, London and Amsterdam’
38. Xuefei Ren (2008), ‘Architecture as Branding: Mega Project Developments in Beijing’
39. Greg Andranovich, Matthew J. Burbank and Charles H. Heying (2001), ‘Olympic Cities: Lessons Learned from Mega-Event Politics’



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