Analysis and Improvement of Megaprojects Performance

Megaprojects are large, complex, and expensive projects that often result in undesired outcomes with enormous cost overruns and time extensions. Megaprojects have been studied in many academic areas such as public planning, urban decision making, and economic analysis areas. They have been analyzed as complex hard to finance projects with economic gain and social impact. Limited research has been done in the construction industry to investigate megaprojects and to improve their performance. This research defines megaprojects in their construction management context. It analyzes their characteristics that cause time and cost overruns. Finally, it attempts to improve megaproject poor performance by presenting a set of work practices that were applied on different megaprojects.

[1]  Kenneth H. Rose,et al.  Book Review: A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fourth Edition , 2001 .

[2]  G S Evans,et al.  THE DENVER AIRPORT: MANAGING A MEGAPROJECT , 1993 .

[3]  Aminah Robinson Fayek,et al.  Workforce training initiatives for megaproject success , 2006 .

[4]  Rudolf Habison Time and cost securing in complex large-scale projects , 1985 .

[5]  W J Angelo,et al.  MEGAPROJECTS NEED MORE STUDY UP FRONT TO AVOID COST OVERRUNS , 2002 .

[6]  David Baccarini,et al.  The concept of project complexity—a review , 1996 .

[7]  Karlos Artto,et al.  Dimensions of distance in a project network: Exploring Olkiluoto 3 nuclear power plant project , 2009 .

[8]  D H Pickrell,et al.  URBAN RAIL TRANSIT PROJECTS: FORECAST VERSUS ACTUAL RIDERSHIP AND COSTS. FINAL REPORT , 1989 .

[9]  Marcel Veenswijk,et al.  Managing public–private megaprojects: Paradoxes, complexity, and project design , 2008 .

[10]  Stephen O. Ogunlana,et al.  Beyond the ‘iron triangle’: Stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects , 2010 .

[11]  A Platje,et al.  Breakthrough in multiproject management: how to escape the vicious circle of planning and control , 1993 .

[12]  George Jergeas,et al.  Why Cost and Schedule Overruns on Mega Oil Sands Projects , 2010 .

[13]  A W Rutherford Organizational Evolution I‐595 Port Everglades Expressway , 1989 .

[14]  J. Capka,et al.  MEGAPROJECTS--THEY ARE A DIFFERENT BREED , 2004 .

[15]  Clyde B. Tatum,et al.  Organizational Alternatives for Large Projects , 1986 .

[16]  Aminah Robinson Fayek,et al.  Assessing performance trends on industrial construction mega projects , 2006 .

[17]  Y. Y Ling,et al.  A case study on the management of the development of a large-scale power plant project in East Asia based on design-build arrangement , 2002 .

[18]  Andrew R.J. Dainty,et al.  The extent of team integration within construction projects , 2006 .

[19]  Chris Ivory,et al.  Can Project Management Learn Anything from Studies of Failure in Complex Systems? , 2005 .

[20]  Stephen O. Ogunlana,et al.  Critical COMs of success in large-scale construction projects: Evidence from Thailand construction industry , 2008 .

[21]  Clyde B. Tatum,et al.  Organizing Large Projects: How Managers Decide , 1984 .

[22]  Christian Navarre,et al.  Large-scale projects, self-organizing and meta-rules: towards new forms of management , 1996 .

[23]  Mohan M. Kumaraswamy,et al.  Appropriate Appraisal and Apportionment of Megaproject Risks , 1997 .

[24]  Keith R. Molenaar,et al.  Programmatic Cost Risk Analysis for Highway Megaprojects , 2005 .

[25]  Clyde B. Tatum Designing Project Organizations: An Expanded Process , 1986 .