上海科瑞真诚建设项目管理有限公司

ABSTRACT：The volume of construction megaprojects has increased exponentially in China since the past two decades because of striking economic achievements and fast urbanization. Over two hundred construction megaprojects, each of which with costs exceeding RMB 5 billion (nearly USD 700 million), were initiated in China between 1990 and 2009. However, projects of that scale are usually beset with poor performance problems, such as cost overruns, safety incidents, functional and quality defects, poor environmental and sustainable performance, etc. Program management has been widely advocated as a major tool to improve the megaproject performance at the overall organizational level. This paper reports the result of an extensive literature review of over 100 journal articles and books published in the past decade. By reviewing these publications, a conceptual framework of program organization comprising 22 factors was identified. These factors are grouped into three categories, program organizational environment, program organizational capacity, and program organizational motivation, and constitute a full organizational framework for managing construction megaprojects from the client’s perspective. In addition, unstructured interviews with participants involved the Shanghai Expo construction client organization were also conducted to identify program organizational factors (POFs), which resulted in 20 POFs. Eighteen of them are the same as identified from the literature representing 82% of commonality. The program organizational framework was further refined by interviews with experienced practitioners and two additional POFs were identified. Although this framework needs validation by empirical data, it can provide an overall picture for scholars and practitioners to appreciate key issues of program organization in managing megaprojects.

KEYWORDS: Program organization; construction megaprojects; client organizations; China.

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