Sammendrag
Societal development is increasingly undertaken as major public projects in different
sectors. Project governance is important for strategically successful outcomes; thus, a broad societal
perspective should be kept throughout the governance process. State ownership exists in many forms,
and major public projects’ governance arrangements differ. Quality assurance is a recommended
part of the arrangements, yet knowledge of them is limited. This study investigates relatively recent
governance arrangements in state-owned enterprises in Norway, emphasizing their content and
organization of quality assurance. The arrangements are compared with the more established “State
Project Model”, a governance arrangement set up by the Ministry of Finance in 2000, including
major public projects with budgets exceeding USD 110 million. Through case studies, comprising
documents and interviews, and using the State Project Model as a reference frame, differences in the
studied arrangements’ comprehensiveness were found. Finding the appropriate level of governance
is challenging, yet potential for mutual learning and improvement across different arrangements
is revealed. For state-owned enterprises with sectoral policy objectives, the government should
ensure that political control is not undermined. This study provides recommendations for further
improvement of governance arrangements and adds to the general understanding of state-owned
enterprises and major public projects’ front-end phase.
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