Managing public-private megaprojects: Paradoxes, complexity, and project design

van Marrewijk, A; Clegg, SR; Pitsis, TS; Veenswijk, M

Managing public-private megaprojects: Paradoxes, complexity, and project design

van Marrewijk, A Clegg, SR

Pitsis, TS Veenswijk, M

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Publication Type:: Journal Article
Citation:: International Journal of Project Management, 2008, 26 (6), pp. 591 - 600
Issue Date:: 2008-08-01

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Field	Value	Language
dc.contributor.author	van Marrewijk, A	en_US
dc.contributor.author	Clegg, SR https://orcid.org/0000-0001-6083-4283	en_US
dc.contributor.author	Pitsis, TS	en_US
dc.contributor.author	Veenswijk, M	en_US
dc.date.issued	2008-08-01	en_US
dc.identifier.citation	International Journal of Project Management, 2008, 26 (6), pp. 591 - 600	en_US
dc.identifier.issn	0263-7863	en_US
dc.identifier.uri	http://hdl.handle.net/10453/10049
dc.description.abstract	Recent studies show that despite their growing popularity, megaprojects - large-scale, complex projects delivered through various partnerships between public and private organisations - often fail to meet costs estimations, time schedules and project outcomes and are motivated by vested interests which operate against the public interest. This paper presents a more benign and theoretically-grounded view on what goes wrong by comparing the project designs, daily practices, project cultures and management approaches of two recent megaprojects in The Netherlands and Australia, showing how these projects made sense of uncertainty, ambiguity and risk. We conclude that project design and project cultures play a role in determining how managers and partners cooperate to achieve project objectives to a greater or lesser extent. © 2007 Elsevier Ltd and IPMA.	en_US
dc.relation.ispartof	International Journal of Project Management	en_US
dc.relation.isbasedon	10.1016/j.ijproman.2007.09.007	en_US
dc.subject.classification	Building & Construction	en_US
dc.title	Managing public-private megaprojects: Paradoxes, complexity, and project design	en_US
dc.type	Journal Article
utslib.citation.volume	6	en_US
utslib.citation.volume	26	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	12 Built Environment and Design	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access
pubs.issue	6	en_US
pubs.publication-status	Published	en_US
pubs.volume	26	en_US

Abstract:

Recent studies show that despite their growing popularity, megaprojects - large-scale, complex projects delivered through various partnerships between public and private organisations - often fail to meet costs estimations, time schedules and project outcomes and are motivated by vested interests which operate against the public interest. This paper presents a more benign and theoretically-grounded view on what goes wrong by comparing the project designs, daily practices, project cultures and management approaches of two recent megaprojects in The Netherlands and Australia, showing how these projects made sense of uncertainty, ambiguity and risk. We conclude that project design and project cultures play a role in determining how managers and partners cooperate to achieve project objectives to a greater or lesser extent. © 2007 Elsevier Ltd and IPMA.

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http://hdl.handle.net/10453/10049