ABSTRACT
The organizational structure and the contractual arrangements have been identified as two of the root causes of some of the failures and this has stemmed, in part, from the attitudes to managerial control and to apportioned risk embodied in the organizations that were created. Issues of culture may be among the most difficult to deal with as they can go to the very foundation of how the organization sees itself as well as determining the behavioural norms that are expected of individuals. The issues raise the question of the project manager, whose first objective must always be the overall success of the venture. For this, a business attitude is essential yet some companies insist on drawing their project managers from the Technical or Engineering division. In addition to risk owners, some large projects have included the appointment of a 'risk manager' specifically to control the risk issues that are identified but the question remains about the process of management itself.
