Old challenges, new solutions: getting major projects right in the twenty-first century
探讨了全球重大项目（如交通、能源、国防等）普遍存在的成本超支、工期延误等困境，并提出了可重复平台策略、使命导向投资及协作激励等新方案，对政策制定者和项目管理者有参考价值。
Abstract Major projects are high-value (£100 million+) investments across sectors such as transport, energy, health, defence, or IT systems. Globally, a significant proportion of government policy initiatives are delivered through major projects. There is, however, a paradox at the heart of the major project phenomenon. Although major projects are indispensable tools for turning policy ideals into reality, their track record is strikingly poor. Cost and time overruns, financial engineering, under-supply, poor service, environmental detriment, and social dissatisfaction blight major projects. Poor outcomes have been a feature of the wide array of delivery mechanisms deployed over the past 150 years, including direct public provision, regulated private provision, public–private partnerships, and concessions, agreements, and franchises. The papers in this issue of the Oxford Review of Economic Policy explore the nature of this paradox and offer strategies designed to get major projects right, including repeatable platform strategies; mission-orientated investments; and deliberative and collaborative incentive schemes.