This research explores the formation and evolution of the organisational architecture in megaprojects. We introduce the Project System Organisation (PSO) conceptual framework, which charts the architecture of megaproject organising, from intra- to inter-organisational design, and ultimately to system-level design. The PSO identifies the multiple and evolving actors across the multi-level and multi-layer megaproject system and defines four roles often used to label the client in megaprojects: owner, sponsor, client, and partner. Six megaprojects that currently represent a combined investment of more than £100 Bn have been analysed through 171 interviews in the United Kingdom: High Speed One, Heathrow Airport Terminal 5, London 2012 Olympics, Crossrail, Thames Tideway Tunnel, and High Speed Two. The PSO provides a structure to design megaproject delivery models and prototype the configuration of inter-organisational relationships. We suggest designing megaprojects as dynamic production systems, decomposing and integrating the organisational boundaries of the system in the evolving architecture.

这项研究探索了大型项目中组织架构的形成和演化。我们介绍了项目系统组织（PSO）概念框架，该框架绘制了从内部设计到组织间设计以及最终到系统级设计的大型项目组织架构。PSO标识了跨多层和多层大型项目系统的多个参与者，并且它们在不断演变，并定义了通常用于在大型项目中标记客户的四个角色：所有者，发起人，客户和合作伙伴。在英国进行的171次采访中，分析了六个目前总投资额超过1000亿英镑的大型项目：高速一号大楼，希思罗机场5号航站楼，2012年伦敦奥运会，Crossrail，泰晤士海底隧道和高速二号大楼。PSO提供了一个结构来设计大型项目交付模型并为组织间关系的配置提供原型。我们建议将大型项目设计为动态生产系统，在不断发展的体系结构中分解和整合系统的组织边界。