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Reshaping the Governance System

In: Risk Navigation Strategies for Major Capital Projects

Author

Listed:
  • Asbjørn Rolstadås

    (Norwegian University of Science and Technology)

  • Per Willy Hetland

    (Norwegian School of Management)

  • George Farage Jergeas

    (University of Calgary)

  • Richard E. Westney

    (Westney Consulting Group, Inc.)

Abstract

This chapter introduces a new term, the Project Executive Officer, an appropriate renaming of the project manager for a major capital project. The name Project Executive Officer is used to underline the importance of this position as being the CEO of a temporary organization accountable for the successful completion of a set of non-standard one-of-a-kind tasks with a financial exposure similar to that of major corporations. Six dimensions of leadership are outlined: leading inwards (self-leadership), leading downwards (leading teams and leading leaders that lead teams), leading functions (engineering, procurement and construction), leading upwards (seeking continuous corporate commitment), leading outwards (influencing project external stakeholders) and finally leading the project strategy process (setting the project vision and follow through). This approach represents a significant expansion of the traditional 360° leadership concept that, in essence, is restricted to a company’s internal interface issues: towards the leader’s superior, towards the leader’s subordinates and towards the leader’s own level.

Suggested Citation

  • Asbjørn Rolstadås & Per Willy Hetland & George Farage Jergeas & Richard E. Westney, 2011. "Reshaping the Governance System," Springer Series in Reliability Engineering, in: Risk Navigation Strategies for Major Capital Projects, chapter 0, pages 75-95, Springer.
    • Handle: RePEc:spr:ssrchp:978-0-85729-594-1_8
    DOI: 10.1007/978-0-85729-594-1_8
    as

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