The number of construction megaprojects, with costs exceeding RMB50 billion (nearly USD800 million), has increased exponentially in China in the past two decades because of outstanding economic achievements and fast urbanization. However, these projects are usually beset with underperformance problems, such as cost overruns, safety incidents, functional and quality defects, and poor environmental and sustainable performance. Programme management has been increasingly advocated as a pragmatic approach through the centralized coordinated management to improve megaproject performance at the overall organizational level. This paper reports a pragmatic framework of programme organizational capability comprising 24 factors based on a case study of the Shanghai Expo construction. The 24 programme organizational factors (POFs) identified from the literature review and interviews are grouped into three categories in terms of organizational capability theory, organizational contextual capability, organizational core capacity and organizational motivational capability. They represent three kinds of organizational capabilities for the success of construction megaprojects in China from the client's perspective. In addition, archival evidence related to the operation of the 24 POFs in the case study was further examined, which confirmed the usefulness and validity of the developed framework in this study. Findings of this study provide an overall picture for scholars and practitioners to appreciate key issues of programme organization in managing megaprojects.
- Construction megaprojects
- Programme organizational capability