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Fageha, M and Aibinu, A (2014) Prioritising project scope definition elements in public building projects. Construction Economics and Building, 14(03), 18-33.

Hosseini, M, Chlieshe, N and Zillante, G (2014) Investigating the factors associated with job satisfaction of construction workers in South Australia. Construction Economics and Building, 14(03), 1-17.

Ibiyemi, A, Adrian, Y, Daud, M and Adenipekun, M (2014) An examination of the structure of sustainable facilities planning scale for user satisfaction in Nigerian universities. Construction Economics and Building, 14(03), 58-73.

isa, C, Saman, H and Preece, C (2014) Entry Location and Entry Timing (ELET) decision model for international construction firms. Construction Economics and Building, 14(03), 34-57.

Kamardeen, I (2014) Stimulating learning with integrated assessments in construction education. Construction Economics and Building, 14(03), 86-98.

Lind, H and Brunes, F (2014) Policies to avoid cost overruns in infrastructure projects: critical evaluation and recommendations. Construction Economics and Building, 14(03), 74-85.

  • Type: Journal Article
  • Keywords: Cost overruns; infrastructure projects; policy measures
  • ISBN/ISSN: 1837-9133
  • URL: https://doi.org/10.5130/AJCEB.v14i3.4151
  • Abstract:
    Many infrastructure projects have cost overruns and there has been a lot of research both on why these cost overruns occur and what can be done to reduce hem. Bent Flyvbjerg is the leading researcher in the area and in this article his proposals are used as the starting point. Besides a literature review, a questionnaire was sent out to experienced Swedish project managers to find out what they thought could reduce cost overruns. The literature review and the questionnaire were the foundation for the proposals formulated in this article. Proposals concerned three areas: (1). Organisational macro-structure, e.g. using more PPP projects but also decentralisation of budgets where cost overruns in one project in a region lead to less alternative projects in the specific region. (2). Organisational quality: It should be easy to see when and where cost overruns occur and who was responsible. There should be a well-developed knowledge management system in the organisation and an organisation culture of openness with a focus on improvements. (3). Organisational processes, e.g. a systematic use of external reviewers in different stages of a project.