Buch, Englisch, 240 Seiten, Format (B × H): 170 mm x 244 mm, Gewicht: 588 g
Buch, Englisch, 240 Seiten, Format (B × H): 170 mm x 244 mm, Gewicht: 588 g
ISBN: 978-1-394-29852-5
Verlag: John Wiley & Sons
Studies and perspectives on effective government-funded project governance
Governance Frameworks for Major Public Projects: International Practices and Experiences brings together expert contributions and recent research to enable readers to make informed, rigorous decisions in the governance of major public projects.
This book includes information on: - Key components for success or failure, such as project governance structures and processes, especially in the front-end phase
- The link between policy intention/aspiration and the execution of projects
- Examples of governance models from several countries that address the challenge of the disconnect between policy and its delivery
- Methods to obtain oversight and control of porfolios through effective project governance mechanisms
Combining empirical data and theoretical studies with a global outlook, Governance Frameworks for Major Public Projects: International Practices and Experiences earns a well-deserved spot on the bookshelves of policy and industry practitioners across all project-based organisations. Advanced students of project management will also find the text valuable.
Autoren/Hrsg.
Fachgebiete
Weitere Infos & Material
About the Editors xiii
Notes on Contributors xiv
Introductory Note from the Editors xvii
Foreword xix
Generative AI Disclosure xxi
Acknowledgements xxii
Part I Introduction to Governance of Public Investment Projects 1
1 Introduction – Governance of Public Investment Projects 3
Vedran Zerjav, Gro Holst Volden and Morten Welde
1.1 Governance Arrangements for Project Development and Implementation 3
1.2 Governance Theory – Conceptual Foundations 4
1.3 Rationale – Selection of Case Settings 5
1.4 How to Use This Book 6
1.5 Intended Audience and Use 6
References 7
2 Introductory Concepts 9
Terry Williams
2.1 Introduction 9
2.2 Public Governance 9
2.3 Public Projects 11
2.4 Project Life Cycle 12
2.5 Governance of Single-Defined Public Projects 13
2.6 Governance of Projects 15
2.7 Post-project Assessments 17
2.8 Politics 18
2.9 Theories 19
2.10 Conclusion 21
References 21
Part II Case Studies of Project Governance Models 25
3 Norway 27
Gro Holst Volden and Morten Welde
3.1 Context and Policy Basis 27
3.2 The State Project Model 28
3.2.1 A Brief Historical Overview 29
3.2.2 The Stage-Gate Model with Phases and Decision Points 29
3.2.3 Idea Phase 29
3.2.4 Conceptual Phase 30
3.2.5 Pre-project Phase and Investment Decision 30
3.2.6 Construction and Operation 31
3.2.7 Projects That Must Adhere to the Model 31
3.2.8 Parties and Roles 32
3.2.9 Selected Topics 33
3.2.9.1 How Projects Are Initiated 33
3.2.9.2 Option Appraisal 33
3.2.9.3 Cost Estimation and Budget Management 33
3.2.9.4 Quality Assurance of Decision Documents 34
3.2.9.5 Follow-Up and Ex Post Evaluation 35
3.2.9.6 Guidance, Training, and Exchange of Experiences 35
3.2.9.7 Portfolio Management 35
3.3 Experience with the Model 36
3.3.1 Improved Practices 36
3.3.2 Remaining Challenges 37
3.3.3 Widely Accepted and Under Continuous Improvement 37
References 38
4 The United Kingdom 41
Richard Kirkham and Nicola Young
4.1 Context and Policy Basis 41
4.2 The UK Project Governance Model 44
4.2.1 A Brief Historical Overview 44
4.2.2 The Stage Gate Review Model, Phases, and Decision Points 45
4.2.3 Business Cases and HM Treasury’s Green Book 47
4.2.4 Projects That Must Adhere to the Model 48
4.2.5 Selected Topics 48
4.2.5.1 The IPA ‘Project Routemap’ 49
4.2.5.2 IPA Project Delivery Capability Framework 49
4.2.5.3 The Construction Playbook 49
4.2.5.4 Post-project Reviews 50
4.3 Experience with the Governance Scheme 50
References 51
5 Ireland 53
Garret Doocey and Ed Hearne
5.1 Context and Policy Basis 53
5.2 Project Governance in Ireland – The Infrastructure Guidelines 54
5.2.1 History and Development of the Model 54
5.2.2 How Projects Are Initiated 55
5.2.3 The Stage-Gate Model with Phases and Decision Points 55
5.2.3.1 AG1 – Strategic Assessment and Preliminary Business Case 56
5.2.3.2 AG2 – Project Design, Planning, and Procurement Strategy 56
5.2.3.3 AG3 – Post-Tender – Final Business Case 56
5.2.3.4 Implementation 57
5.2.3.5 Post-completion Review 57
5.2.4 Projects That Must Adhere to the Model 57
5.2.5 Institutions and Roles 57
5.2.5.1 The Accounting Officer 57
5.2.5.2 The Approving Authority 58
5.2.5.3 The Sponsoring Agency 58
5.2.5.4 Department of Public Expenditure, Infrastructure, Public Service Reform, and Digitilisation 59
5.2.5.5 Government 59
5.2.6 Option Appraisal 59
5.2.7 Cost Estimation and Budget Management 60
5.2.8 Quality Assurance of Decision Documents 61
5.3 Experience with the Model 62
5.3.1 Early Lessons 62
5.3.2 Portfolio Management and Budgeting for Contingency 63
5.3.3 Developing Capacity 63
5.3.4 Embedding the Reforms 64
References 64
6 The Netherlands 67
Niek Mouter
6.1 Brief Outline and Description of the Context and Policy Basis for the Governance Model 67
6.2 Presentation of the Model 69
6.2.1 Brief Introduction 69
6.2.2 The Stage-Gate Model with Four Stages 69
6.2.2.1 Preparation Phase 70
6.2.2.2 Exploration Phase 72
6.2.2.3 Planning and Study Phase 73
6.2.2.4 Construction Phase 74
6.2.2.5 Portfolio Management 74
6.3 Experiences 74
6.4 Discussion 75
References 76
7 Denmark 79
Per Svejvig and Andreas Claus Hansen
7.1 Context and Policy Basis 79
7.2 The Two State Project Models 80
7.2.1 A Brief Historical Overview 81
7.2.1.1 The New Infrastructure Budgeting 81
7.2.1.2 The State IT Project Model 81
7.2.2 The Stage-Gate Model with Phases and Decision Points 82
7.2.2.1 The New Infrastructure Budgeting Model 82
7.2.2.2 The Danish State IT Project Model 83
7.2.3 Projects That Must Adhere to the Model 84
7.2.4 Parties and Roles 85
7.2.4.1 The New Infrastructure Budgeting Model 85
7.2.4.2 The State IT Project Model 86
7.2.5 Selected Topics 87
7.2.5.1 Cost Estimation and Budget Management 87
7.2.5.2 Quality Assurance 87
7.2.5.3 Reporting of the Project Portfolio 88
7.3 Experience with the Two Models 88
Acknowledgements 89
References 89
8 Sweden 93
Roger Pyddoke
8.1 Introduction: Governance of Transport Infrastructure and Digital Investments 93
8.2 Presentation of the Model 94
8.2.1 Brief Introduction 94
8.2.2 Project Initiation 97
8.2.3 Institutions and Roles 97
8.2.4 Option Appraisal 97
8.2.5 Who Bears the Risk? 98
8.2.6 Quality Assurance 98
8.3 Experience with the Model 98
8.3.1 Culture and Traditions 98
8.3.2 Transparency and Trust 99
8.3.3 Cost Estimates in the Early-Phase (Choice of Concept) Studies 99
8.3.4 Third-Party Scrutiny of Building Start Documents 99
8.3.5 Compliance with Planning Regulations 100
8.3.6 Ex Post Follow-Ups 100
8.4 Some Observations on the Governance of Digital Investments 101
8.5 Conclusion 102
Acknowledgements 103
References 103
9 The United States 105
George Edward Gibson
9.1 Context and Policy Basis 105
9.2 Overview of the Project Governance Schemes in Selected Agencies 108
9.2.1 Budget Allocation Process 108
9.2.1.1 General Services Agency 108
9.2.1.2 Federal Highway Administration 109
9.2.1.3 Department of Energy 109
9.2.1.4 U.S. Army Corps of Engineers 109
9.2.2 Overview of the Stage-Gate Project Models 111
9.3 Experiences Using the Governance Scheme 114
Acknowledgements 115
References 115
10 Canada (Federal Government) 117
Olivier Choinière, Maude Brunet and Nathalie Drouin
10.1 Context and Policy Basis 117
10.2 Presentation of the Framework 118
10.2.1 A Brief Historical Overview 119
10.2.2 The Stage-Gate Model with Phases and Decision Points 120
10.2.3 Projects That Must Adhere to the Model 121
10.2.4 Institutions and Roles 123
10.2.4.1 Governmental Project Management Framework 124
10.2.4.2 Departmental Project Management Framework 125
10.2.5 Selected Topics 126
10.2.5.1 Front-End 126
10.2.5.2 Option Appraisal 126
10.2.5.3 Cost Estimation 126
10.2.5.4 Quality Assurance 127
10.2.5.5 Ex Post Evaluation 127
10.2.5.6 Competencies 127
10.3 Experience with the Model 128
10.3.1 Remaining Challenges 128
References 129
11 Quebec 131
Maude Brunet, Nathalie Drouin and Olivier Choinière
11.1 Context and Policy Basis 131
11.1.1 The ‘Directive’ 131
11.1.2 A Brief Historical Overview 132
11.2 The Stage-Gate Model with Phases and Decision Points 133
11.2.1 Pre-project 134
11.2.2 Initiating Phase 134
11.2.3 Planning Phase 135
11.2.4 Execution Phase 135
11.2.5 Closing Phase 136
11.2.6 Projects That Must Adhere to the Model 136
11.2.7 Parties and Roles 136
11.2.8 Selected Topics 137
11.2.8.1 How Projects Are Initiated 137
11.2.8.2 Option Appraisal 138
11.2.8.3 Cost Estimation and Budget Management 138
11.2.8.4 Quality Assurance of Decision Documents 139
11.2.8.5 Follow-Up and Ex post Evaluation 139
11.2.8.6 Guidance, Training, and Exchange of Experiences 139
11.2.8.7 Portfolio Management 139
11.3 Experience with the Model 140
11.3.1 Remaining Challenges 141
References 141
12 Australia 143
Dominic Ahiaga-Dagbui and Jon Frazer
12.1 Context for the Governance Model 143
12.2 Project Governance Models for Infrastructure Investments 144
12.2.1 Structure of the Federal Government’s Gateway Review Process 144
12.2.2 Assurance Reviews 145
12.2.3 State-Based Gateway Reviews and Special Pathways 146
12.2.4 Flexibility, Exceptions, Special Programmes, and the Gateway Review Model 146
12.2.5 Project Initiation in the Gateway Review Process 148
12.2.6 Options Analysis 148
12.3 Experience with the Models 149
12.3.1 Improvements in the Quality of Advice on Projects 149
12.3.2 The Battle Over Infrastructure Decisions: Governance, Politics, and Options Analysis 150
12.3.3 Ex Post Evaluation as Part of the Gateway Review Process 152
12.3.4 Effectiveness of Assurance Review 152
12.3.5 Poor Transparency 154
12.4 Conclusion 154
Acknowledgements 154
References 155
13 Governance Arrangements for EU-Funded and Nationally Funded Public Investment in the EU 157
Cristiana Belu Manescu and Ana-Maria Dobre
13.1 Introduction 157
13.2 Governance Arrangements for EU Cohesion Policy-Funded Investments 158
13.2.1 Principles 159
13.2.2 Beneficiaries and Territorial Coverage 160
13.2.3 Decision-Making, Programming, and Implementation 160
13.2.3.1 Decision-Making and Programming 160
13.2.3.2 Implementation: Programmes and Projects Selection and Delivery 161
13.3 Governance Arrangements of Nationally Financed Investments 162
13.3.1 Strategic Planning/Initiation of Project 163
13.3.2 Elements of Appraisal and Selection of Large Infrastructure Projects 164
13.3.2.1 Appraisal 165
13.3.2.2 External Assurance Process 166
13.3.3 Budgeting Aspects 166
13.3.3.1 Budgeting to Complete Projects in Construction 166
13.3.3.2 Budgeting for Maintenance 167
13.3.3.3 Identifying New Fiscal Space 168
13.3.4 Monitoring and Implementation 168
13.3.5 Ex Post Reviews 169
13.4 Conclusions 169
References 170
14 On the No-Objection at the World Bank: How a Practice Can Tell Us a Lot About Project Governance 173
Lavagnon Ika and Javad Bakhshi
14.1 Introduction 173
14.2 The No-Objection and Its Governance Implications at the Project Level 174
14.3 The No-Objection and Its Governance Implications at the Organizational Level 176
14.4 No-Objection and Its Governance Implications at the International Governance Level 179
14.5 Conclusions 181
References 182
Part III Comparative Analysis and Lessons for Policy Implementation 185
15 The Country Frameworks Summarized 187
Gro Holst Volden, Morten Welde and Vedran Zerjav
15.1 The Countries Studied 187
15.2 Establishment and Purpose of the Frameworks 188
15.3 Scope of the Frameworks 190
15.4 Parties and Roles 193
15.4.1 Main Parties and Roles 193
15.4.2 Other Parties and Roles 195
15.5 Stage-Gate Processes 195
15.6 Evidence of Positive Effects 198
15.7 Lingering Issues with Project Governance 199
15.8 Schemes May be Contested 200
15.9 Summary of Experiences 201
Reference 201
16 Conclusions 203
Vedran Zerjav, Morten Welde and Gro Holst Volden
16.1 What Do We Learn and Where Do We Go from Here? 203
16.2 Project Governance Models and Governance Theory 207
16.3 Advice for Policymakers 208
References 210
Index 211
