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
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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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The Governance of Major Projects: Lessons from the Channel Fixed Link



 

 Winch, Graham
Professor
Manchester Business School
United Kingdom
 

Presentation:
The Governance of Major Projects: Lessons from the Channel Fixed Link
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Summary of presentation


It is now 20 years since construction on the Channel Fixed Link commenced in 1986, and many of the contractual arrangements put in place for that project are now coming up for renewal. It is, therefore, opportune to review the governance arrangements for that project and assess whether they have stood the test of time. Following a review of the governance arrangements of the project and the performance outcomes, the current financial status of the project will be presented. On this empirical basis, an assessment will be made focusing on the ways in which the governance arrangements of the project led to a dynamic of underestimation of cost and overestimation of benefits of the facility. In conclusion, some broader lessons will be drawn for the governance of major infrastructure projects.
 

Autobiography


Graham is Professor of Project Management in Manchester Business School, the University of Manchester, and Director of the Centre for Research in the Management of Projects. A social scientist by training, he has run construction projects and researched various aspects of innovation and project management across a wide variety of engineering sectors. He is the author of Managing Production : Engineering Change and Stability (Oxford University Press, 1992), a study of the implementation of CAD/CAM Systems, Innovation and Management Control (Cambridge University Press, 1985), a study of new product development in the car industry, and most recently, Managing Construction Projects, an Information Processing Approach (Blackwell, 2002). These are complemented by over 30 refereed journal articles, complemented by numerous book chapters, conference papers, and research reports.

He has held numerous EPSRC awards. He has recently completed as Principal Investigator ProRIde : Project Risk Identification and as co-investigator Rethinking Project Management : Developing a New Research Agenda. He is currently PI on the MBS contribution to Network Enabled Capability Through Innovative Systems Engineering in collaboration with BAE Systems and a number of UK universities.