{"product_id":"governance-frameworks-for-major-public-projects-international-practices-and-experiences-hardback-9781394298525","title":"Governance Frameworks for Major Public Projects; International Practices and Experiences (Hardback) 9781394298525","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eGovernance Frameworks for Major Public Projects\u003c\/font\u003e\u003cbr\u003e\r\n\u003cfont size=\"5\"\u003eInternational Practices and Experiences\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\u003cp\u003e\u003cfont size=\"4\"\u003eVedran Zerjav (Edited by), Zerjav (Author), Morten Welde (Edited by), Gro Holst Volden (Edited by)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9781394298525, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 16 April 2026\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e240 pages\u003cbr\u003e24.4 x 17 x 1.6 cm, 0.51 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003e\u003cp\u003e\u003cb\u003eStudies and perspectives on effective government-funded project governance\u003c\/b\u003e \u003c\/p\u003e\n\u003cp\u003e\u003ci\u003eGovernance Frameworks for Major Public Projects\u003c\/i\u003e: \u003ci\u003eInternational Practices and Experiences\u003c\/i\u003e brings together expert contributions and recent research to enable readers to make informed, rigorous decisions in the governance of major public projects. \u003c\/p\u003e\n\u003cp\u003eThis book includes information on: \u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003eKey components for success or failure, such as project governance structures and processes, especially in the front-end phase\u003c\/li\u003e\n\u003cli\u003eThe link between policy intention\/aspiration and the execution of projects\u003c\/li\u003e\n\u003cli\u003eExamples of governance models from several countries that address the challenge of the disconnect between policy and its delivery\u003c\/li\u003e\n\u003cli\u003eMethods to obtain oversight and control of porfolios through effective project governance mechanisms\u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003eCombining empirical data and theoretical studies with a global outlook, \u003ci\u003eGovernance Frameworks for Major Public Projects\u003c\/i\u003e: \u003ci\u003eInternational Practices and Experiences\u003c\/i\u003e earns a well-deserved spot on the bookshelves of policy and industry practitioners across all project-based organisations. Advanced students of project management will also find the text valuable.\u003c\/p\u003e\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003eAbout the Editors xiii\u003c\/p\u003e \u003cp\u003eNotes on Contributors xiv\u003c\/p\u003e \u003cp\u003eIntroductory Note from the Editors xvii\u003c\/p\u003e \u003cp\u003eForeword xix\u003c\/p\u003e \u003cp\u003eGenerative AI Disclosure xxi\u003c\/p\u003e \u003cp\u003eAcknowledgements xxii\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I Introduction to Governance of Public Investment Projects 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Introduction – Governance of Public Investment Projects 3\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eVedran Zerjav, Gro Holst Volden and Morten Welde\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e1.1 Governance Arrangements for Project Development and Implementation 3\u003c\/p\u003e \u003cp\u003e1.2 Governance Theory – Conceptual Foundations 4\u003c\/p\u003e \u003cp\u003e1.3 Rationale – Selection of Case Settings 5\u003c\/p\u003e \u003cp\u003e1.4 How to Use This Book 6\u003c\/p\u003e \u003cp\u003e1.5 Intended Audience and Use 6\u003c\/p\u003e \u003cp\u003eReferences 7\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Introductory Concepts 9\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eTerry Williams\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e2.1 Introduction 9\u003c\/p\u003e \u003cp\u003e2.2 Public Governance 9\u003c\/p\u003e \u003cp\u003e2.3 Public Projects 11\u003c\/p\u003e \u003cp\u003e2.4 Project Life Cycle 12\u003c\/p\u003e \u003cp\u003e2.5 Governance of Single-Defined Public Projects 13\u003c\/p\u003e \u003cp\u003e2.6 Governance of Projects 15\u003c\/p\u003e \u003cp\u003e2.7 Post-project Assessments 17\u003c\/p\u003e \u003cp\u003e2.8 Politics 18\u003c\/p\u003e \u003cp\u003e2.9 Theories 19\u003c\/p\u003e \u003cp\u003e2.10 Conclusion 21\u003c\/p\u003e \u003cp\u003eReferences 21\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II Case Studies of Project Governance Models 25\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Norway 27\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eGro Holst Volden and Morten Welde\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e3.1 Context and Policy Basis 27\u003c\/p\u003e \u003cp\u003e3.2 The State Project Model 28\u003c\/p\u003e \u003cp\u003e3.2.1 A Brief Historical Overview 29\u003c\/p\u003e \u003cp\u003e3.2.2 The Stage-Gate Model with Phases and Decision Points 29\u003c\/p\u003e \u003cp\u003e3.2.3 Idea Phase 29\u003c\/p\u003e \u003cp\u003e3.2.4 Conceptual Phase 30\u003c\/p\u003e \u003cp\u003e3.2.5 Pre-project Phase and Investment Decision 30\u003c\/p\u003e \u003cp\u003e3.2.6 Construction and Operation 31\u003c\/p\u003e \u003cp\u003e3.2.7 Projects That Must Adhere to the Model 31\u003c\/p\u003e \u003cp\u003e3.2.8 Parties and Roles 32\u003c\/p\u003e \u003cp\u003e3.2.9 Selected Topics 33\u003c\/p\u003e \u003cp\u003e3.2.9.1 How Projects Are Initiated 33\u003c\/p\u003e \u003cp\u003e3.2.9.2 Option Appraisal 33\u003c\/p\u003e \u003cp\u003e3.2.9.3 Cost Estimation and Budget Management 33\u003c\/p\u003e \u003cp\u003e3.2.9.4 Quality Assurance of Decision Documents 34\u003c\/p\u003e \u003cp\u003e3.2.9.5 Follow-Up and Ex Post Evaluation 35\u003c\/p\u003e \u003cp\u003e3.2.9.6 Guidance, Training, and Exchange of Experiences 35\u003c\/p\u003e \u003cp\u003e3.2.9.7 Portfolio Management 35\u003c\/p\u003e \u003cp\u003e3.3 Experience with the Model 36\u003c\/p\u003e \u003cp\u003e3.3.1 Improved Practices 36\u003c\/p\u003e \u003cp\u003e3.3.2 Remaining Challenges 37\u003c\/p\u003e \u003cp\u003e3.3.3 Widely Accepted and Under Continuous Improvement 37\u003c\/p\u003e \u003cp\u003eReferences 38\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 The United Kingdom 41\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eRichard Kirkham and Nicola Young\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e4.1 Context and Policy Basis 41\u003c\/p\u003e \u003cp\u003e4.2 The UK Project Governance Model 44\u003c\/p\u003e \u003cp\u003e4.2.1 A Brief Historical Overview 44\u003c\/p\u003e \u003cp\u003e4.2.2 The Stage Gate Review Model, Phases, and Decision Points 45\u003c\/p\u003e \u003cp\u003e4.2.3 Business Cases and HM Treasury’s Green Book 47\u003c\/p\u003e \u003cp\u003e4.2.4 Projects That Must Adhere to the Model 48\u003c\/p\u003e \u003cp\u003e4.2.5 Selected Topics 48\u003c\/p\u003e \u003cp\u003e4.2.5.1 The IPA ‘Project Routemap’ 49\u003c\/p\u003e \u003cp\u003e4.2.5.2 IPA Project Delivery Capability Framework 49\u003c\/p\u003e \u003cp\u003e4.2.5.3 The Construction Playbook 49\u003c\/p\u003e \u003cp\u003e4.2.5.4 Post-project Reviews 50\u003c\/p\u003e \u003cp\u003e4.3 Experience with the Governance Scheme 50\u003c\/p\u003e \u003cp\u003eReferences 51\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Ireland 53\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eGarret Doocey and Ed Hearne\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e5.1 Context and Policy Basis 53\u003c\/p\u003e \u003cp\u003e5.2 Project Governance in Ireland – The Infrastructure Guidelines 54\u003c\/p\u003e \u003cp\u003e5.2.1 History and Development of the Model 54\u003c\/p\u003e \u003cp\u003e5.2.2 How Projects Are Initiated 55\u003c\/p\u003e \u003cp\u003e5.2.3 The Stage-Gate Model with Phases and Decision Points 55\u003c\/p\u003e \u003cp\u003e5.2.3.1 AG1 – Strategic Assessment and Preliminary Business Case 56\u003c\/p\u003e \u003cp\u003e5.2.3.2 AG2 – Project Design, Planning, and Procurement Strategy 56\u003c\/p\u003e \u003cp\u003e5.2.3.3 AG3 – Post-Tender – Final Business Case 56\u003c\/p\u003e \u003cp\u003e5.2.3.4 Implementation 57\u003c\/p\u003e \u003cp\u003e5.2.3.5 Post-completion Review 57\u003c\/p\u003e \u003cp\u003e5.2.4 Projects That Must Adhere to the Model 57\u003c\/p\u003e \u003cp\u003e5.2.5 Institutions and Roles 57\u003c\/p\u003e \u003cp\u003e5.2.5.1 The Accounting Officer 57\u003c\/p\u003e \u003cp\u003e5.2.5.2 The Approving Authority 58\u003c\/p\u003e \u003cp\u003e5.2.5.3 The Sponsoring Agency 58\u003c\/p\u003e \u003cp\u003e5.2.5.4 Department of Public Expenditure, Infrastructure, Public Service Reform, and Digitilisation 59\u003c\/p\u003e \u003cp\u003e5.2.5.5 Government 59\u003c\/p\u003e \u003cp\u003e5.2.6 Option Appraisal 59\u003c\/p\u003e \u003cp\u003e5.2.7 Cost Estimation and Budget Management 60\u003c\/p\u003e \u003cp\u003e5.2.8 Quality Assurance of Decision Documents 61\u003c\/p\u003e \u003cp\u003e5.3 Experience with the Model 62\u003c\/p\u003e \u003cp\u003e5.3.1 Early Lessons 62\u003c\/p\u003e \u003cp\u003e5.3.2 Portfolio Management and Budgeting for Contingency 63\u003c\/p\u003e \u003cp\u003e5.3.3 Developing Capacity 63\u003c\/p\u003e \u003cp\u003e5.3.4 Embedding the Reforms 64\u003c\/p\u003e \u003cp\u003eReferences 64\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 The Netherlands 67\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eNiek Mouter\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e6.1 Brief Outline and Description of the Context and Policy Basis for the Governance Model 67\u003c\/p\u003e \u003cp\u003e6.2 Presentation of the Model 69\u003c\/p\u003e \u003cp\u003e6.2.1 Brief Introduction 69\u003c\/p\u003e \u003cp\u003e6.2.2 The Stage-Gate Model with Four Stages 69\u003c\/p\u003e \u003cp\u003e6.2.2.1 Preparation Phase 70\u003c\/p\u003e \u003cp\u003e6.2.2.2 Exploration Phase 72\u003c\/p\u003e \u003cp\u003e6.2.2.3 Planning and Study Phase 73\u003c\/p\u003e \u003cp\u003e6.2.2.4 Construction Phase 74\u003c\/p\u003e \u003cp\u003e6.2.2.5 Portfolio Management 74\u003c\/p\u003e \u003cp\u003e6.3 Experiences 74\u003c\/p\u003e \u003cp\u003e6.4 Discussion 75\u003c\/p\u003e \u003cp\u003eReferences 76\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Denmark 79\u003cbr\u003e \u003c\/b\u003e\u003ci\u003ePer Svejvig and Andreas Claus Hansen\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e7.1 Context and Policy Basis 79\u003c\/p\u003e \u003cp\u003e7.2 The Two State Project Models 80\u003c\/p\u003e \u003cp\u003e7.2.1 A Brief Historical Overview 81\u003c\/p\u003e \u003cp\u003e7.2.1.1 The New Infrastructure Budgeting 81\u003c\/p\u003e \u003cp\u003e7.2.1.2 The State IT Project Model 81\u003c\/p\u003e \u003cp\u003e7.2.2 The Stage-Gate Model with Phases and Decision Points 82\u003c\/p\u003e \u003cp\u003e7.2.2.1 The New Infrastructure Budgeting Model 82\u003c\/p\u003e \u003cp\u003e7.2.2.2 The Danish State IT Project Model 83\u003c\/p\u003e \u003cp\u003e7.2.3 Projects That Must Adhere to the Model 84\u003c\/p\u003e \u003cp\u003e7.2.4 Parties and Roles 85\u003c\/p\u003e \u003cp\u003e7.2.4.1 The New Infrastructure Budgeting Model 85\u003c\/p\u003e \u003cp\u003e7.2.4.2 The State IT Project Model 86\u003c\/p\u003e \u003cp\u003e7.2.5 Selected Topics 87\u003c\/p\u003e \u003cp\u003e7.2.5.1 Cost Estimation and Budget Management 87\u003c\/p\u003e \u003cp\u003e7.2.5.2 Quality Assurance 87\u003c\/p\u003e \u003cp\u003e7.2.5.3 Reporting of the Project Portfolio 88\u003c\/p\u003e \u003cp\u003e7.3 Experience with the Two Models 88\u003c\/p\u003e \u003cp\u003eAcknowledgements 89\u003c\/p\u003e \u003cp\u003eReferences 89\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Sweden 93\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eRoger Pyddoke\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e8.1 Introduction: Governance of Transport Infrastructure and Digital Investments 93\u003c\/p\u003e \u003cp\u003e8.2 Presentation of the Model 94\u003c\/p\u003e \u003cp\u003e8.2.1 Brief Introduction 94\u003c\/p\u003e \u003cp\u003e8.2.2 Project Initiation 97\u003c\/p\u003e \u003cp\u003e8.2.3 Institutions and Roles 97\u003c\/p\u003e \u003cp\u003e8.2.4 Option Appraisal 97\u003c\/p\u003e \u003cp\u003e8.2.5 Who Bears the Risk? 98\u003c\/p\u003e \u003cp\u003e8.2.6 Quality Assurance 98\u003c\/p\u003e \u003cp\u003e8.3 Experience with the Model 98\u003c\/p\u003e \u003cp\u003e8.3.1 Culture and Traditions 98\u003c\/p\u003e \u003cp\u003e8.3.2 Transparency and Trust 99\u003c\/p\u003e \u003cp\u003e8.3.3 Cost Estimates in the Early-Phase (Choice of Concept) Studies 99\u003c\/p\u003e \u003cp\u003e8.3.4 Third-Party Scrutiny of Building Start Documents 99\u003c\/p\u003e \u003cp\u003e8.3.5 Compliance with Planning Regulations 100\u003c\/p\u003e \u003cp\u003e8.3.6 Ex Post Follow-Ups 100\u003c\/p\u003e \u003cp\u003e8.4 Some Observations on the Governance of Digital Investments 101\u003c\/p\u003e \u003cp\u003e8.5 Conclusion 102\u003c\/p\u003e \u003cp\u003eAcknowledgements 103\u003c\/p\u003e \u003cp\u003eReferences 103\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 The United States 105\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eGeorge Edward Gibson\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e9.1 Context and Policy Basis 105\u003c\/p\u003e \u003cp\u003e9.2 Overview of the Project Governance Schemes in Selected Agencies 108\u003c\/p\u003e \u003cp\u003e9.2.1 Budget Allocation Process 108\u003c\/p\u003e \u003cp\u003e9.2.1.1 General Services Agency 108\u003c\/p\u003e \u003cp\u003e9.2.1.2 Federal Highway Administration 109\u003c\/p\u003e \u003cp\u003e9.2.1.3 Department of Energy 109\u003c\/p\u003e \u003cp\u003e9.2.1.4 U.S. Army Corps of Engineers 109\u003c\/p\u003e \u003cp\u003e9.2.2 Overview of the Stage-Gate Project Models 111\u003c\/p\u003e \u003cp\u003e9.3 Experiences Using the Governance Scheme 114\u003c\/p\u003e \u003cp\u003eAcknowledgements 115\u003c\/p\u003e \u003cp\u003eReferences 115\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Canada (Federal Government) 117\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eOlivier Choinière, Maude Brunet and Nathalie Drouin\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e10.1 Context and Policy Basis 117\u003c\/p\u003e \u003cp\u003e10.2 Presentation of the Framework 118\u003c\/p\u003e \u003cp\u003e10.2.1 A Brief Historical Overview 119\u003c\/p\u003e \u003cp\u003e10.2.2 The Stage-Gate Model with Phases and Decision Points 120\u003c\/p\u003e \u003cp\u003e10.2.3 Projects That Must Adhere to the Model 121\u003c\/p\u003e \u003cp\u003e10.2.4 Institutions and Roles 123\u003c\/p\u003e \u003cp\u003e10.2.4.1 Governmental Project Management Framework 124\u003c\/p\u003e \u003cp\u003e10.2.4.2 Departmental Project Management Framework 125\u003c\/p\u003e \u003cp\u003e10.2.5 Selected Topics 126\u003c\/p\u003e \u003cp\u003e10.2.5.1 Front-End 126\u003c\/p\u003e \u003cp\u003e10.2.5.2 Option Appraisal 126\u003c\/p\u003e \u003cp\u003e10.2.5.3 Cost Estimation 126\u003c\/p\u003e \u003cp\u003e10.2.5.4 Quality Assurance 127\u003c\/p\u003e \u003cp\u003e10.2.5.5 Ex Post Evaluation 127\u003c\/p\u003e \u003cp\u003e10.2.5.6 Competencies 127\u003c\/p\u003e \u003cp\u003e10.3 Experience with the Model 128\u003c\/p\u003e \u003cp\u003e10.3.1 Remaining Challenges 128\u003c\/p\u003e \u003cp\u003eReferences 129\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Quebec 131\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eMaude Brunet, Nathalie Drouin and Olivier Choinière\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e11.1 Context and Policy Basis 131\u003c\/p\u003e \u003cp\u003e11.1.1 The ‘Directive’ 131\u003c\/p\u003e \u003cp\u003e11.1.2 A Brief Historical Overview 132\u003c\/p\u003e \u003cp\u003e11.2 The Stage-Gate Model with Phases and Decision Points 133\u003c\/p\u003e \u003cp\u003e11.2.1 Pre-project 134\u003c\/p\u003e \u003cp\u003e11.2.2 Initiating Phase 134\u003c\/p\u003e \u003cp\u003e11.2.3 Planning Phase 135\u003c\/p\u003e \u003cp\u003e11.2.4 Execution Phase 135\u003c\/p\u003e \u003cp\u003e11.2.5 Closing Phase 136\u003c\/p\u003e \u003cp\u003e11.2.6 Projects That Must Adhere to the Model 136\u003c\/p\u003e \u003cp\u003e11.2.7 Parties and Roles 136\u003c\/p\u003e \u003cp\u003e11.2.8 Selected Topics 137\u003c\/p\u003e \u003cp\u003e11.2.8.1 How Projects Are Initiated 137\u003c\/p\u003e \u003cp\u003e11.2.8.2 Option Appraisal 138\u003c\/p\u003e \u003cp\u003e11.2.8.3 Cost Estimation and Budget Management 138\u003c\/p\u003e \u003cp\u003e11.2.8.4 Quality Assurance of Decision Documents 139\u003c\/p\u003e \u003cp\u003e11.2.8.5 Follow-Up and Ex post Evaluation 139\u003c\/p\u003e \u003cp\u003e11.2.8.6 Guidance, Training, and Exchange of Experiences 139\u003c\/p\u003e \u003cp\u003e11.2.8.7 Portfolio Management 139\u003c\/p\u003e \u003cp\u003e11.3 Experience with the Model 140\u003c\/p\u003e \u003cp\u003e11.3.1 Remaining Challenges 141\u003c\/p\u003e \u003cp\u003eReferences 141\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Australia 143\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eDominic Ahiaga-Dagbui and Jon Frazer\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e12.1 Context for the Governance Model 143\u003c\/p\u003e \u003cp\u003e12.2 Project Governance Models for Infrastructure Investments 144\u003c\/p\u003e \u003cp\u003e12.2.1 Structure of the Federal Government’s Gateway Review Process 144\u003c\/p\u003e \u003cp\u003e12.2.2 Assurance Reviews 145\u003c\/p\u003e \u003cp\u003e12.2.3 State-Based Gateway Reviews and Special Pathways 146\u003c\/p\u003e \u003cp\u003e12.2.4 Flexibility, Exceptions, Special Programmes, and the Gateway Review Model 146\u003c\/p\u003e \u003cp\u003e12.2.5 Project Initiation in the Gateway Review Process 148\u003c\/p\u003e \u003cp\u003e12.2.6 Options Analysis 148\u003c\/p\u003e \u003cp\u003e12.3 Experience with the Models 149\u003c\/p\u003e \u003cp\u003e12.3.1 Improvements in the Quality of Advice on Projects 149\u003c\/p\u003e \u003cp\u003e12.3.2 The Battle Over Infrastructure Decisions: Governance, Politics, and Options Analysis 150\u003c\/p\u003e \u003cp\u003e12.3.3 Ex Post Evaluation as Part of the Gateway Review Process 152\u003c\/p\u003e \u003cp\u003e12.3.4 Effectiveness of Assurance Review 152\u003c\/p\u003e \u003cp\u003e12.3.5 Poor Transparency 154\u003c\/p\u003e \u003cp\u003e12.4 Conclusion 154\u003c\/p\u003e \u003cp\u003eAcknowledgements 154\u003c\/p\u003e \u003cp\u003eReferences 155\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Governance Arrangements for EU-Funded and Nationally Funded Public Investment in the EU 157\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eCristiana Belu Manescu and Ana-Maria Dobre\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e13.1 Introduction 157\u003c\/p\u003e \u003cp\u003e13.2 Governance Arrangements for EU Cohesion Policy-Funded Investments 158\u003c\/p\u003e \u003cp\u003e13.2.1 Principles 159\u003c\/p\u003e \u003cp\u003e13.2.2 Beneficiaries and Territorial Coverage 160\u003c\/p\u003e \u003cp\u003e13.2.3 Decision-Making, Programming, and Implementation 160\u003c\/p\u003e \u003cp\u003e13.2.3.1 Decision-Making and Programming 160\u003c\/p\u003e \u003cp\u003e13.2.3.2 Implementation: Programmes and Projects Selection and Delivery 161\u003c\/p\u003e \u003cp\u003e13.3 Governance Arrangements of Nationally Financed Investments 162\u003c\/p\u003e \u003cp\u003e13.3.1 Strategic Planning\/Initiation of Project 163\u003c\/p\u003e \u003cp\u003e13.3.2 Elements of Appraisal and Selection of Large Infrastructure Projects 164\u003c\/p\u003e \u003cp\u003e13.3.2.1 Appraisal 165\u003c\/p\u003e \u003cp\u003e13.3.2.2 External Assurance Process 166\u003c\/p\u003e \u003cp\u003e13.3.3 Budgeting Aspects 166\u003c\/p\u003e \u003cp\u003e13.3.3.1 Budgeting to Complete Projects in Construction 166\u003c\/p\u003e \u003cp\u003e13.3.3.2 Budgeting for Maintenance 167\u003c\/p\u003e \u003cp\u003e13.3.3.3 Identifying New Fiscal Space 168\u003c\/p\u003e \u003cp\u003e13.3.4 Monitoring and Implementation 168\u003c\/p\u003e \u003cp\u003e13.3.5 Ex Post Reviews 169\u003c\/p\u003e \u003cp\u003e13.4 Conclusions 169\u003c\/p\u003e \u003cp\u003eReferences 170\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 On the No-Objection at the World Bank: How a Practice Can Tell Us a Lot About Project Governance 173\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eLavagnon Ika and Javad Bakhshi\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e14.1 Introduction 173\u003c\/p\u003e \u003cp\u003e14.2 The No-Objection and Its Governance Implications at the Project Level 174\u003c\/p\u003e \u003cp\u003e14.3 The No-Objection and Its Governance Implications at the Organizational Level 176\u003c\/p\u003e \u003cp\u003e14.4 No-Objection and Its Governance Implications at the International Governance Level 179\u003c\/p\u003e \u003cp\u003e14.5 Conclusions 181\u003c\/p\u003e \u003cp\u003eReferences 182\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart III Comparative Analysis and Lessons for Policy Implementation 185\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 The Country Frameworks Summarized 187\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eGro Holst Volden, Morten Welde and Vedran Zerjav\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e15.1 The Countries Studied 187\u003c\/p\u003e \u003cp\u003e15.2 Establishment and Purpose of the Frameworks 188\u003c\/p\u003e \u003cp\u003e15.3 Scope of the Frameworks 190\u003c\/p\u003e \u003cp\u003e15.4 Parties and Roles 193\u003c\/p\u003e \u003cp\u003e15.4.1 Main Parties and Roles 193\u003c\/p\u003e \u003cp\u003e15.4.2 Other Parties and Roles 195\u003c\/p\u003e \u003cp\u003e15.5 Stage-Gate Processes 195\u003c\/p\u003e \u003cp\u003e15.6 Evidence of Positive Effects 198\u003c\/p\u003e \u003cp\u003e15.7 Lingering Issues with Project Governance 199\u003c\/p\u003e \u003cp\u003e15.8 Schemes May be Contested 200\u003c\/p\u003e \u003cp\u003e15.9 Summary of Experiences 201\u003c\/p\u003e \u003cp\u003eReference 201\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16 Conclusions 203\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eVedran Zerjav, Morten Welde and Gro Holst Volden\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e16.1 What Do We Learn and Where Do We Go from Here? 203\u003c\/p\u003e \u003cp\u003e16.2 Project Governance Models and Governance Theory 207\u003c\/p\u003e \u003cp\u003e16.3 Advice for Policymakers 208\u003c\/p\u003e \u003cp\u003eReferences 210\u003c\/p\u003e \u003cp\u003eIndex 211\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Civil engineering, surveying \u0026amp; building [\u003ca title=\"See our other books on Civil engineering, surveying \u0026amp; building\" 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