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This paper explores how an organization works to balance growth and economies of scale with delivery risk through a longitudinal case study of a project-based organization (PBO) in the construction industry. It concludes that the case organization appears to maximize the project economies of scale while capping project size to ensure manageable delivery risk. The capped limit of project size increases gradually as the organization develops its project delivery capabilities over the years.

How does a project-based organization (PBO) scale its business?