Abstract
Large infrastructure projects are seldom completed on time or on budget. Unlike many other projects of this type, the construction of the Øresund Bridge was considered to be a successful infrastructure project. Since no plan can foresee all events, deviations from plans arise, and these have to be managed as they appear during construction. How deviations are managed is of strategic importance. This dissertation investigates the ability of the contractor organization, constructing the Øresund Bridge, to manage deviations from prescribed requirements. Deviations can be detected and corrected through formal routines (ISO 9000, a quality standard), or informal groups (communities of practice). The findings show that deviations were managed through both communities of practice as well as through formal routines. The development of communities of practice was both impeded and enhanced by the built-in surveillance and disciplining processes embedded in ISO 9000, as well as the ability to communicate using rich media. The performance of the communities studied was variable, and moreover, it can be concluded that some communities of practice are more important than others. The implications of this dissertation is that when knowledge-based capability of managing deviations is included as a metric of project performance several actions could have been taken to enhance the management of deviations.