Evolving strategy: Risk management and the shaping of mega-projects

Decision-Making on Mega-Projects: Cost-Benefit Analysis, Planning and Innovation

Volumn , Issue , 2008, Pages 145-172

  Miller, Roger ^a,b   Lessard, Donald R ^c  

^a ÉCOLE POLYTECHNIQUE DE MONTRÉAL   (Canada)

^b SECOR   (Canada)

^c MASSACHUSETTS INSTITUTE OF TECHNOLOGY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84890730933     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.4337/9781848440173.00015     Document Type: Chapter

References (9)

1. Black, Fischer and Myron Scholes (1974), 'From theory to a new financial product', Journal of Finance, 29 (2): 399-412.
2. Cleland, D. and L. Ireland (2006), Project Management: Strategic Design and Implementation, 5th edn, New York: McGraw-Hill.
3. Flyvbjerg B., N. Bruzelius and W. Rothengatter (2003), Megaprojects and Risk: An Anatomy of Ambition, Cambridge, MA: Cambridge University Press.
4. HM Treasury (2006), PFI Strengthening Long-term Partnerships, London: HMSO, March.
5. Hughes, Thomas (1998), Rescuing Prometheus, New York: Pantheon.
6. Miller, R. and S. Floricel (2005), 'Project risks', in André Manseau and Rod Shields (eds), Building Tomorrow: Innovation in Construction and Engineering, Aldershot, UK: Ashgate.
7. Miller, R. and D. Lessard (2001), The Strategic Management of Large Engineering Projects: Shaping Risks, Institutions and Governance, Cambridge, MA: MIT Press.
8. Samset K., P. Berg and O.J. Klakegg (2006), Front-end Governance of Major Public Projects, Concept Research Program, Technical University of Norway, May.
9. Wells, Louis T. and R. Ahmed (2007), Making Foreign Investment Safe: Property Rights and National Sovereignty, New York: Oxford University Press.