Concept Symposium 2006 - Principles of Governance for Major Investment Projects

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Norway: A Regime for External Quality Assurance of Major Public Projects
Accountable Megaproject Decision-making
United Kingdom: Experiences of Implementing the OGC Gateway Process for Governance of Large Projects
Excellence and Improvisation in Life and Projects – by Way of Jazz
Predictable and Competitive Investment Processes. Experience from the Private Sector and Norwegian Petroleum Industry
Welcome speech by the Pro-Rector of the Norwegian University of Science and Technology (NTNU)
Canada: Governance of Major Projects – the Case of Quebec
Finland: Governing Major Investment Projects by Result Oriented Budgeting, Reforming Administration and Utilizing Markets Efficiently
Organizational Governance and Project Success: Lessons from Boston’s Big Dig
Improving Quality at Entry – Principles and Procedures
The Governance of Major Projects: Lessons from the Channel Fixed Link
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Posters presented at the Poster Session day 2
The Coastal Express and dinner at the Archbishop's Palace
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Canada: Governance of Major Projects – the case of Quebec



 

 Miller, Roger
Professor
École Polytechnique de Montréal
Canada
 

Presentation:
Canada: Governance of Major Projects – the case of Quebec
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Summary of presentation


Development of a governance framework for the initiation, shaping and control of large projects.

Starting with the premise that large projects are complex, evolutionary and emerging phenomena, we have tried to identify some of the institutional mechanisms by which risks can be managed and projects can be shaped. A framework for the constructions of sets of rules and institutions is proposed.

 

Autobiography


Roger Miller is Jarislowsky Professor of Innovation and Project Management at École Polytechnique in Montréal and a founding partner of SECOR a strategy consulting firm with offices in Montréal, Toronto and Paris. His work has focused on (1) strategy and industry dynamics (2) public policies in science and technology and (3) project management. He was the director of the IMEC (International program in the Management of Engineering and Construction) sponsored by 10 large international project developers. IMEC results were published by MIT Press as The Strategic Management of large Engineering Projects: shaping Risks, Institutions and Governance.

Roger Miller is a Fellow of the Canadian Academy of Engineering. He is presently the director of the MINE Programme which purpose is to understand the management of innovation in the context of the new economy. The data for this research consists of 240 case studies and a worldwide survey of 1500 Chief Technology Officer. The research is conducted by a core team located in École Polytechnique with partners at University of Sussex, Torino, MIT, Stanford and Toronto.