The Strategic Management of Large Engineering Projects: Shaping Institutions, Risks, and Governance

Massachusettes: MIT Press, 2000. First Edition (presumed; no prior editions or printings cited). Octavoin black cloth, gilt titles to spine; dust jacket; 237 pp: illustrations; 24 cm Hardcover. ISBN: 9780262122368

The authors studied sixty large engineering projects (LEPs), projects as various as a hydro dam in Venezuela, offshore oil platforms in Norway, a subway in Turkey, and the Boston Harbor cleanup. What they found during their research will allow managers to understand and evaluate the relationships between institutions and strategy, risk management, and corporate governance in generalContents: The IMEC Research Group. The IMEC Research Program. 1. Public goods and private strategies: making sense of project performance / Roger Miller and Donald Lessard. 2. Transformations in arrangements for shaping and delivering engineering projects / Roger Miller and Serghei Floricel. 3. Mapping and facing the landscape of risks / Donald Lessard and Roger Miller. 4. Project shaping as a competitive advantage / Roger Miller and Xavier Olleros. 5. Strategic systems and templates / Serghei Floricel and Roger Miller. 6. Building governability into project structures / Roger Miller and Serghei Floricel. 7. Transforming institutions / Pascale Michaud and Donald Lessard. 8. The financing of large engineering projects / Richard Brealey, Ian Cooper and Michel Habib. 9. Partnering alliances for project design and execution / Brian Hobbs and Bjorn Andersen. 10. Rising to the challenge of evolving high-stakes games / Roger Miller and Donald Lessard. Appendix A. Short description of the sixty projects studied in the IMEC program. Appendix B. Attendees at the IMEC Forums in Montreal, Poitiers, and James Bay.