Key books on major programme management 

Conceptualising Major Programmes:

• Maylor, Harvey, Tim Brady, Terry Cooke-Davies and Damian Hodgson, 2006. From projectification to programmification. International Journal of Project Management 24(8): 663–674.
• Morris, Peter W. G. and George H. Hough, 1987. The Anatomy of Major Projects: A Study of the Reality of Project Management. New York: John Wiley and Sons.
• Sykes, Allen, 1990. Macro projects: Status, prospects, and the need for international cooperation. Technology in Society, 12(2): 157-172.
• Vereecke, Ann, Els Pandelaere, Dirk Deschoolmeester and Marleen Stevens, 2003. A classification of development programmes and its consequences for programme management. International Journal of Operations & Production Management, 23(10): 1279 – 1290.
• Winch, Graham M., 2008. Towards a Theory of Escalation in Major Project Organising. Centre for Research in the Management of Projects, Manchester Business School, available at http://php.portals.mbs.ac.uk/Portals/49/docs/Escalation%20on%20Major%20Projects.pdf.
• Williams, Terry, Knut Samset, and Kjell Sunnevag, eds., 2009. Making Essential Choices with Scant Information: Front-end Decision Making in Major Projects. New York: Palgrave Macmillan.

Planning Major Programmes:

• Flyvbjerg, Bent, 2008. Curbing Optimism Bias and Strategic Misrepresentation in Planning: Reference Class Forecasting in Practice. European Planning Studies, 16(1): 3-21, January.
• Flyvbjerg, Bent, 2009. Survival of the unfittest: why the worst infrastructure gets built—and what we can do about it. Oxford Review of Economic Policy, 25(3): 344–367.
• Flyvbjerg, Bent, Mette K. Skamris Holm and Soren L. Buhl, 2005. How (in)accurate are demand forecasts in public works projects? The case of transportation. Journal of the American Planning Association, 71(2): 131–146.
• Salet, Willem, and Enrico Gualini, eds., 2007. Framing Strategic Urban Projects: Learning from Current Experience in European Urban Regions. Abingdon: Routledge.

Public Investment and Politics in Major Programmes:

• Altshuler, Alan and David Luberoff,  2003. Mega-Projects: The Changing Politics of Urban Public Investment. Washington, DC: Brookings Institution.
• Arditi, David, Guzin Tarim Akan and San Gurdamar, 1985. Cost overruns in public projects. International Journal of Project Management, 3(4): 218-225.
• Flyvbjerg, Bent, 2005. Design by Deception: The Politics of Megaproject Approval. Harvard Design Review, Spring/Summer: 50-59.
• Flyvbjerg, Bent, Mette K. Skamris Holm and Soren L. Buhl, 2002. Underestimating costs in public works projects: Error or lie? Journal of the American Planning Association, 68(3): 279–295.
• Flyvbjerg, Bent, Nils Bruzelius, and Werner Rothengatter, 2003. Megaprojects and Risk: An Anatomy of Ambition. Cambridge: Cambridge University Press.
• McCully, Patrick, 2001. Silenced Rivers: The Ecology and Politics of Large Dams. London: Zed Books.
• Wildavsky, Aaron, 1966. The Political Economy of Efficiency: Cost-Benefit Analysis, Systems Analysis, and Program Budgeting. Public Administration Review, 26(4): 292-310.

Delivering Major Programmes:

• Brockmann, Christian, 2009. Mega-Projects: Getting the job done. Proceedings - LEAD 2009 Conference, available at http://academiceventplanner.com/LEAD2009/papers/Brockmann.pdf.
• Deng, Ying and S.W. Poon, 2011. Mega-Challenges for Mega-Event Flagships. Architectural Engineering and Design Management, 7: 23-37.
• Engwall, Mats and Anna Jerbrant, 2002. The resource allocation syndrome: the prime challenge of multi-project management? International Journal of Project Management, 21, 403 – 409.
• Grün, Oskar, 2004. Taming Giant Projects: Management of Multi-Organization Enterprises. Berlin and New York: Springer.
• Hendriks, Martien H.A., Bas Voeten and Leon H. Kroep, 1999. Human resource allocation and project portfolio planning in practice. International Journal of Project Management, 17(3): 181-188.
• Levin, Ginger and Allen R. Green, 2010. Implementing Program Management: Templates and Forms Aligned with the Standard for Program Management, 2nd edition. Boca Raton, Florida: CRC Press.
• Morris, Peter W. G., and Jeffrey K. Pinto, eds., 2007. The Wiley Guide to Project, Program & Portfolio Management. Hoboken, NJ: Wiley.
• Miller, Roger and Donald R. Lessard, 2000. The Strategic Management of Large Engineering Projects: Shaping Institutions, Risks, and Governance. Cambridge, MA: MIT Press.
• Pellegrinelli, Sergio, David Partington, Chris Hemingway, Zaher Mohdzain, and Mahmood Shah, 2007. The importance of context in programme management: An empirical review of programme practices. International Journal of Project Management, 25(1): 41-55.
• Priemus, Hugo, Bent Flyvbjerg, and Bert van Wee, 2008. Decision-Making on Mega-Projects: Cost-benefit Analysis, Planning, and Innovation. Cheltenham, UK and Northampton, MA, USA: Edward Elgar.
• Snow, Peter and Betzy Dinesen, eds., 1994. Beyond 2000: a Source Book for Major Projects. Oxford: Major Projects Association.
• Shapira and Berndt, 1997. Managing Grand-Scale Construction Projects: A Risk-Taking Perspective. Research in Organizational Behavior, 19: 303-360.
• van Marrewijk, Alfons, 2005. Strategies of Cooperation: Control and Commitment in Mega-Projects. M@n@gement, 8(4): 89-104.

Systems Approaches to Major Programmes:

• Cleland, David and William Richard King, 1983. Systems Analysis and Project Management. New York: McGraw-Hill.
• Johnson, Stephen B., 2002. The Secret of Apollo: Systems Management in American and European Space Programs. Baltimore, MD: The Johns Hopkins University Press.

Major Programme Outcomes:

• Meier, Steven R., 2010. Causal inferences on the cost overruns and schedule delays of large-scale U.S. federal defense and intelligence acquisition programs. Project Management Journal, 41(1): 28-39.
• Merrow, Edward W., 1988. Understanding the Outcomes of Megaprojects: A Quantitative Analysis of Very Large Civilian Projects. Santa Monica, CA: RAND Corporation.
• Siemiatycki, Matti, 2009. Academics and Auditors: Comparing Perspectives on Transportation Project Cost Overruns. Journal of Planning Education and Research, 29(2): 142-156.
• Soderlund, Jonas, 2010. Knowledge entrainment and project management: The case of large-scale transformation projects. International Journal of Project Management, 28(2): 130–141.
• Sturm, Joseph, Mashrur Chowdhury, Anne Dunning and Jennifer Ogle, 2010. Analysis of cost estimation disclosure in environmental impact statements for surface transportation projects. Transportation, 38: 525-544.

Lessons Learned on Major Programmes:

• Dorcey, Anthony H. J., ed., 1998. Large Dams: Learning from the Past, Looking at the Future. Washington, DC: World Bank Publications.
• Graham, Alan K., 2000. Beyond PM101: Lessons for managing large development programs. Project Management Journal, 31(4): 7 – 18.
• Hertogh, Marcel, Stuart Baker, Pau Lian Staal-Ong, and Eddy Westerveld, 2008. Managing Large Infrastructure Projects: Research on Best Practices and Lessons Learnt in Large Infrastructure Projects in Europe. Utrecht: AT Osborne.
• Merrow, Edward W., 2011. Industrial Megaprojects: Concepts, Strategies, and Practices for Success. Hoboken, NJ: Wiley.
• Priemus, Hugo, 2010. Mega-projects: Dealing with Pitfalls. European Planning Studies, 18(7): 1023 – 1039.

Case Studies of Major Programmes:

• Collingridge, David, 1992. The Management of Scale: Big Organizations, Big Decisions, Big Mistakes. London: Routledge.
• Hall, Peter, 1980. Great Planning Disasters. Harmondsworth: Penguin Books.
• Hughes, Thomas P., 1998. Rescuing Prometheus. New York: Vintage.
• Khagram, Sanjeev, 2004. Dams and Development: Transnational Struggles for Water and Power. Ithaca and London: Cornell University Press.
• Luk, Shiu-hung and Joseph B. Whitney, 1993. Megaproject: A Case Study of China's Three Gorges Project. Armonk, NY: M. E. Sharpe.
• Roy, Arundhati, 1999. The Cost of Living. London: Flamingo.
  
  
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