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 Opti.