[MINI: Megaproject Planning and Management – Bent Flyvbjerg 2.5.12]

Contents ------------------------------------------------------------------------------------------------------------------------ Acknowledgements Introduction Bent Flyvbjerg PART I THE HISTORY OF MEGAPROJECTS [138p]

1. Paul O. Gaddis (1959), ‘The Project Manager’, Harvard Business Review, 37 (3), May-June, 89-97 [9]

2. Peter W. G. Morris (1994), ‘The 1960s: Apollo and the Decade of

Management Systems’, in The Management of Projects, Chapter 5, London, UK: Thomas Telford, 38-88 [51]

3. Christophe Midler (1995), ‘“Projectification” of the Firm: The Renault Case’,

Scandinavian Journal of Management, 11 (4), 363-75 [13] 4. Paul R. Josephson (1995), ‘“Projects of the Century” in Soviet History:

Large-Scale Technologies from Lenin to Gorbachev’, Technology and Culture, 36 (3), July, 519-59 [41]

5. Sylvain Lenfle and Christoph Loch (2010), ‘Lost Roots: How Project

Management Came to Emphasize Control Over Flexibility and Novelty’, California Management Review, 53 (1), Fall, 32-55 [24]

PART II PROJECT POSTMORTEMS [187pp] 6. John E. Sawyer (1952), ‘Entrepreneurial Error and Economic Growth’,

Explorations in Entrepreneurial History, 4 (4), 199-204 [6] 7. Albert O. Hirschman (1967), ‘The Principle of the Hiding Hand’, Public

Interest, 6, Winter, 10-23 [14] 8. Don H. Pickrell (1992), ‘A Desire Named Streetcar: Fantasy and Fact in Rail

Transit Planning’, Journal of the American Planning Association, 58 (2), Spring, 158-76 [19]

9. Bent Flyvbjerg, Mette K. Skamris Holm and Søren L. Buhl (2002),

‘Underestimating Costs in Public Works Projects: Error or Lie?’, Journal of the American Planning Association, 68 (3), Summer, 279-95 [17]

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’, Journal of the American Planning Association, 71 (2), Spring, 131-46 [16]

11. Bent Flyvbjerg, Mette K. Skamris Holm and Søren L. Buhl (2004), ‘What

Causes Cost Overrun in Transport Infrastructure Projects?’, Transport Reviews, 24 (1), January, 3-18 [16]

12. Zur Shapira and Donald J. Berndt (1997), ‘Managing Grand-Scale

Construction Projects: A Risk Taking Perspective’, Research in Organizational Behavior, 19, 303-60 [58]

13. Jon Teigland (1999), ‘Mega-Events and Impacts on Tourism; The Predictions

and Realities of the Lillehammer Olympics’, Impact Assessment and Project Appraisal, 17 (4), December, 305-17 [13]

14. Robert A. Baade and Victor A. Matheson (2004), ‘The Quest for the Cup:

Assessing the Economic Impact of the World Cup’, Regional Studies, 38 (4), June, 343-54 [12]

15. John Horne (2007), ‘The Four “Knowns” of Sports Mega-Events’, Leisure

Studies, 26 (1), January, 81-96 [16] 16. Edward W. Merrow (2011), ‘Project Outcomes’, in Industrial Megaprojects:

Concepts, Strategies, and Practices for Success, Chapter 3, Hoboken, NJ: John Wiley and Sons, 37-50 [14]

PART III FRONT-END MANAGEMENT [156 pp] 17. Peter Hall (1980), ‘Towards Prescription’, in Great Planning Disasters,

Chapter 13, London, UK: George Weidenfeld and Nicolson Limited, 249-76 [28]

18. Terry Williams and Knut Samset (2010), ‘Issues in Front-End Decision

Making on Projects’, Project Management Journal, 41 (2), April, 38-49 [12] 19. Hugo Priemus (2010), ‘Mega-projects: Dealing with Pitfalls’, European

Planning Studies, 18 (7), July, 1023-39 [17] 20. Hans de Bruijn and Martijn Leijten (2007), ‘Megaprojects and Contested

Information’, Transportation Planning and Technology, 30 (1), February, 49-69 [21]

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’, Environment and Planning B: Planning and Design, 37 (5), 792-807 [16]

22. Martin Wachs (1990), ‘Ethics and Advocacy in Forecasting for Public

Policy’, Business and Professional Ethics Journal, 9 (1 and 2), 141-57 [17] 23. Bent Flyvbjerg (2006), ‘From Nobel Prize To Project Management: Getting

Risks Right’, Project Management Journal, 37 (3), August, 5-15 [11]

24. Bent Flyvbjerg, Massimo Garbuio and Dan Lovallo (2009), ‘Delusion and

Deception in Large Infrastructure Projects: Two Models for Explaining and Preventing Executive Disaster’, California Management Review, 51 (2), Winter, 170-93 [24]

25. Daniel Kahneman (2011), ‘The Outside View’, in Thinking, Fast and Slow,

Chapter 23, New York, NY: Farrar, Straus and Giroux, 245-54, notes [10] PART IV GOVERNANCE AND INSTITUTIONS [111 pp] 26. W. Richard Scott (2012), ‘The Institutional Environment of Global Project

Organizations’, Engineering Project Organization Journal, 2 (1-2), March-June, 27-35 [9]

27. Ryan J. Orr and W. Richard Scott (2008), ‘Institutional Exceptions on Global

Projects: A Process Model’, Journal of International Business Studies, 39 (4), June, 562-88 [27]

28. Roger Miller and Brian Hobbs (2005), ‘Governance Regimes for Large

Complex Projects’, Project Management Journal, 36 (3), September, 42-50 [9] 29. Nils Bruzelius, Bent Flyvbjerg and Werner Rothengatter (1998), ‘Big

Decisions, Big Risks: Improving Accountability in Mega Projects’, International Review of Administrative Sciences, 64 (3), September, 423-40 [18]

30. Barbara S. Romzek and Melvin J. Dubnick (1987), ‘Accountability in the

Public Sector: Lessons from the Challenger Tragedy’, Public Administration Review, 47 (3), May-June, 227-38 [12]

31. Erik Swyngedouw, Frank Moulaert and Arantxa Rodriguez (2002),

‘Neoliberal Urbanization in Europe: Large-Scale Urban Development Projects and the New Urban Policy’, Antipode, 34 (3), July, 542-77 [36]

Total: 606

[MINI: Megaproject Planning and Management– Bent Flyvbjerg 2.5.12]

Contents ------------------------------------------------------------------------------------------------------------------------ Acknowledgements An Introduction to both volumes by the editor appears in Volume I PART I STAKEHOLDER MANAGEMENT [106 pp] 1. Kirsi Aaltonen and Jaakko Kujala (2010), ‘A Project Lifecycle Perspective on

Stakeholder Influence Strategies in Global Projects’, Scandinavian Journal of Management, 26 (4), December, 381-97 [17]

2. Audley Genus (1997), ‘Managing Large-Scale Technology and Inter-

Organizational Relations: The Case of the Channel Tunnel’, Research Policy, 26 (2), May, 169-89 [21]

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’, Project Management Journal, 37 (5), December, 26-35 [11]

4. Hilary Schaffer Boudet and Leonard Ortolano (2010), ‘A Tale of Two

Sitings: Contentious Politics in Liquefied Natural Gas Facility Siting in California’, Journal of Planning Education and Research, 30 (1), September, 5-21 [17]

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’, Sociological Forum, 25 (3), September, 401-27 [27]

6. Bent Flyvbjerg (2012), ‘Why Mass Media Matter to Planning Research: The

Case of Megaprojects’, Journal of Planning Education and Research, 32 (2), June, 169-81 [13]

PART II FINANCE [94 pp] 7. Benjamin C. Esty (2004), ‘Why Study Large Projects? An Introduction to

Research on Project Finance’, European Financial Management, 10 (2), 213-24 [12]

8. Tom Copeland and Peter Tufano (2004), ‘A Real-World Way To Manage

Real Options’, Harvard Business Review, March, 90-99 [10]

9. Bent Flyvbjerg (2013), ‘Quality Control and Due Diligence in Project Management: Getting Decisions Right by Taking the Outside View’, International Journal of Project Management, 31 (5), July, 760-74 [15]

10. Aidan R. Vining and Anthony E. Boardman (2008), ‘Public-Private

Partnerships: Eight Rules for Governments’, Public Works Management and Policy, 13 (2), October, 149-61 [13]

11. Matti Siemiatycki (2009), ‘Delivering Transportation Infrastructure Through

Public-Private Partnerships: Planning Concerns’, Journal of the American Planning Association, 76 (1), Winter, 43-58 [16]

12. Graeme A. Hodge and Carsten Greve (2009), ‘PPPs: The Passage of Time

Permits a Sober Reflection’, Institute of Economic Affairs, 29 (1), March, 33-39 [7]

13. Morag I. Torrance (2008), ‘Forging Glocal Governance? Urban

Infrastructures as Networked Financial Products’, International Journal of Urban and Regional Research, 32 (1), March, 1-21 [21]

PART III DELIVERY [172 pp] 14. P. D. Henderson (1977), ‘Two British Errors: Their Probable Size and Some

Possible Lessons’, Oxford Economic Papers, 29 (2), July, 159-205 [47]

15. Mendel Giezen (2012), ‘Keeping it Simple? A Case Study into the Advantages and Disadvantages of Reducing Complexity in Mega Project Planning’, International Journal of Project Management, 30 (7), October, 781-90 [10]

16. Jerry Ross and Barry M. Straw (1993), ‘Organizational Escalation and Exit:

Lessons from the Shoreham Nuclear Power Plant’, Academy of Management Journal, 36 (4), August, 701-32 [32]

17. Helga Drummond (1998), ‘Is Escalation Always Irrational?’, Organization

Studies, 19 (6), November, 911-29 [19] 18. Ramiro Montealegre and Mark Keil (2000), ‘De-Escalating Information

Technology Projects: Lessons from the Denver International Airport’, MIS Quarterly, 24 (3), September, 417-47 [31]

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’, Organization Science, 14 (5), September-October, 574-90 [17]

20. Christopher M. Gordon (1994), ‘Choosing Appropriate Construction

Contracting Method’, Journal of Construction Engineering and Management, 120 (1), 196-210 [16]

PART IV SOCIAL AND ENVIRONMENTAL IMPACTS [63 pp]

21. Thayer Scudder (1973), ‘The Human Ecology of Big Projects: River Basin

Development and Resettlement’, Annual Review of Anthropology, 2, 45-55 [11] 22. Paul K. Gellert and Barbara D. Lynch (2003), ‘Mega-Projects as

Displacements’, International Social Science Journal, 55 (175), March, 15-25 [11] 23. François Molle and Philippe Floch (2008), ‘Megaprojects and Social and

Environmental Changes: The Case of the Thai “Water Grid”’, Ambio: A Journal of the Human Environment, 37 (3), May, 199-204 [5]

24. Paul Charest (1995), ‘Aboriginal Alternatives to Megaprojects and their

Environmental and Social Impacts’, Impact Assessment, 13 (4), 371-86 [16] 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’, International Journal of Urban and Regional Research, 1-20 [20]

PART V INNOVATION [103 pp] 26. Mike Hobday (1998), ‘Product Complexity, Innovation and Industrial

Organisation’, Research Policy, 26 (6), February, 689-710 [22]

27. Werner Rothengatter (2008), ‘Innovations in the Planning of Mega-Projects’, in Hugo Priemus, Bent Flyvbjerg and Bert van Wee (eds), Decision-Making on Mega-Projects: Cost-Benefit Analysis, Planning and Innovation, Chapter 11, Cheltenham, UK and Northampton, MA: Edward Elgar Publishing, 215-38 [24]

28. James Barlow (2000), ‘Innovation and Learning in Complex Offshore

Construction Projects’, Research Policy, 29 (7-8), August, 973-89 [17] 29. Andrew Davies, David Gann and Tony Douglas (2009), ‘Innovation in

Megaprojects: Systems Integration at London Heathrow Terminal 5’, California Management Review, 51 (2), Winter, 101-25 [25]

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’, Research Policy, 41 (2), March, 452-66 [15]

PART VI CASE STUDIES [194 pp] 31. Peter Hall (1980), ‘Sydney’s Opera House’, in Great Planning Disasters,

Chapter 6, London, UK: George Weidenfeld and Nicolson Limited, 138-51, notes [14]

32. Alan Altshuler and David Luberoff (2003), ‘The New Politics of Highways’, in Mega-Projects: The Changing Politics of Urban Public Investment, Chapter 4, Washington, DC: Brookings Institution, 76-122 [47]

33. Roger Vickerman (1997), ‘High-Speed Rail in Europe: Experience and Issues

for Future Development’, Annals of Regional Science, 31 (1), 21-38 [18] 34. Janis van der Westhuizen (2007), ‘Glitz, Glamour and the Gautrain: Mega-

Projects as Political Symbols’, Politikon, 34 (3), December, 333-51 [19] 35. Joseph S. Szyliowicz and Andrew R. Goetz (1995), ‘Getting Realistic About

Megaproject Planning: The Case of the New Denver International Airport’, Policy Sciences, 28 (4), November, 347-67 [21]

36. Karen Bakker (1999), ‘The Politics of Hydropower: Developing the

Mekong’, Political Geography, 18 (2), February, 209-32 [24] 37. Susan S. Fainstein (2008), ‘Mega-Projects in New York, London and

Amsterdam’, International Journal of Urban and Regional Research, 32 (4), December, 768-85 [17]

38. Xuefei Ren (2008), ‘Architecture as Branding: Mega Project Developments

in Beijing’, Built Environment, 34 (4), December, 517-31 [15] 39. Greg Andranovich, Matthew J. Burbank and Charles H. Heying (2001),

‘Olympic Cities: Lessons Learned from Mega-Event Politics’, Journal of Urban Affairs, 23 (2), Summer, 113-31 [19]

732 pp [Total: 1338]