Megaproject Planning and Management: Essential Readings, vols. 1-2
Bent Flyvbjerg2014
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Megaproject Planning and Management: Essential Readings contains the seminal articles from the growing body of research on megaproject planning and management along with an original introduction by the editor, Bent Flyvbjerg. The leading and most cited authority in the field, Flyvbjerg has used crowdsourcing and 25 years of experience to cherry-pick from several hundred articles and books the writings that define the field. This volume will be an indispensable source for those wishing to speak with authority about how megaprojects are prepared, delivered, and fought over. The target audience is students, academics, practitioners, and media pundits alike, as well as communities affected by megaprojects.
Related papers
The Oxford Handbook of Megaproject Management
2017
The ambition for this inaugural edition of The Oxford Handbook of Megaproject Management is to become the ultimate source for state-of-the-art scholarship in the emerging field of megaproject management. The book offers a rigorous, research-oriented, up-to-date academic view of the discipline based on high-quality data and strong theory. Until lately, the literature in this new field was scattered over a large number of publications and disciplines making it difficult to obtain an overview of the history, key issues, and core readings. Megaproject Planning and Management: Essential Readings, Vols. I-II (2014) assembled the key historical texts in the field. Now the Oxford Handbook of Megaproject Management has been designed to provide the most important contemporary readings. Taken together, the two books are intended to map out the best of what is worth reading in the megaproject management literature, past and present.
Megaproject Policy and Planning: Problems, Causes, Cures
Summary of Dissertation for Higher Doctorate in Science, (Dr. Scient.), Aalborg: Aalborg University, 62 pp., 2007
This paper focuses on problems in megaproject policy and planning and their causes and possible cures. After considerations of methodology, the paper first identifies as a main problem in megaproject development pervasive misinformation about the costs, benefits, and risks involved. A consequence of misinformation is cost overruns, benefit shortfalls, and waste.
The Challenge of Managing Megaprojects
2021
This paper reviews the concepts of project management and megaprojects, emphasizing on how to join these topics and the challenges of managing this kind of project, because the standard methodologies are not specific for megaprojects and, until now, academic researches focus only in the general content of methodologies for megaprojects. So, the objective of this paper is to jointly discuss project management, megaprojects and the challenges of managing this kind of project. First, we review the project management concepts and standards; then we define megaprojects, considering that a narrow definition is not the best alternative and then we present the current discussions about managing megaprojects. As a conclusion, we suggest unfolding the emerging topics for managing megaprojects in specific process, documents, tools and templates, to create a new standard, otherwise project managers will keep unsuccessfully trying to adapt the traditional methodologies to their megaprojects. This work brings a theoretical contribution when reviewing the newest advances in this topic and suggests future researches in the development of a new megaproject methodology.
Megaprojects redefined – complexity vs cost and social imperatives
International Journal of Managing Projects in Business, 2018
Purpose The purpose of this paper is to provide a brief overview from the literature on how best to define megaprojects in contemporary contexts. There is a need for a definition that encompasses a complex matrix of characteristics, inclusive of positive and negative aspects, which are not necessarily industry or sector specific. Whilst megaprojects have often been described and defined in terms of cost, they are more accurately delineated by their convolutions. Intricacies arise from political intrigues surrounding funding of such projects and managing and governing complex social and organizational relations. Points for future research are also identified. Design/methodology/approach An analysis of international megaproject literature over the past five years combined with seminal works was undertaken, drawing on the broad literature of project and program management combined with elements of organizational theory. Whilst some examples are cited, in-depth case analysis has not bee...
Introduction: The Iron Law of Megaproject Management
The Oxford Handbook of Megaproject Management, 2017
Megaprojects are large, they are constantly growing ever larger, and more and more are being built in what has been called the biggest investment boom in history. This chapter serves as an introduction to megaprojects, and to The Oxford Handbook of Megaproject Management. First, megaprojects are defined and the size of the global megaprojects business is estimated. Second, drivers of the megaproject boom are identified, including monumentalism and the technological sublime. Third, ten things you must know about megaprojects are detailed, from their tendency to suffer from uniqueness bias to their overexposure to black-swan events. Fourth, the "iron law of megaprojects" is identified as a main challenge to megaproject management: "Over budget, over time, under benefits, over and over again." Finally, the main structure of the Handbook is set out as covering the what, the why, and the how of megaproject management, in terms of the challenges, causes, and cures that students of megaprojects must decipher to better understand and better manage megaprojects.
Megaprojects Galore: Advent of the Giants
Zenodo (CERN European Organization for Nuclear Research), 2022
The galore of megaprojects are evident globally, with the sharp rise in the investment directed towards large projects. As projectification is flattering to be a most acknowledged and accepted method of executing the requirements, so are the megaprojects. With organizations and countries executing their dreams and shine globally through megaprojects, the darker side is inevitable. The in executing megaprojects have sunk nations and turning century old organizations into bankruptcy. The paper gives with the insights of megaprojects, their evolution over the century and the current trends. The risks posed by the megaprojects as well as the opportunity it creates is narrated with references and benchmarks. The paper presents insights on the list of megaprojects that have had long lasting impact on many of the nations. The paper also answers on why megaprojects are still preferred despite the low success rate and concludes on the advancements that adds positivity to the megaproject practitioners and institutionalists.
Classics in megaproject management: A structured analysis of three major works
The paper explores three texts in the field of megaproject management that intersubjectively, in terms of community sentiment, might be considered 'classics'. We deploy four criteria for a structured analysis that determines if the status of the works in question may be considered classic. The works examined are Megaprojects and Risk: An Anatomy of Ambition by Flyvbjerg, Bruzelius and Rothengatter; (2003) The Anatomy of Major Projects by Morris and Hough (1987) and Industrial Megaprojects by Merrow (2011). Based on these works we conclude with a prospectus for future research that will serve to develop the field of research into megaproject management.
Has Megaproject Management Lost Its Way? Lessons from History
Why do megaprojects frequently encounter performance problems, crisis and even failure, and how can this be averted? From the Eurotunnel linking Britain and France to expansion of the Panama Canal, huge projects often run off course or encounter nagging roadblocks. In this article, we illustrate three core management shortcomings that have significantly contributed to performance problems in megaprojects: the management of uncertainty, of stakeholders, and of contractors. We then draw on history – the Manhattan Project to develop the atomic bomb during World War II, and Cold War-era space and defense projects like Polaris and Apollo – to show that knowledge of how to overcome these issues has long existed, and could be used effectively in some megaprojects today. For example, Manhattan Project manager General Groves realized that big unforeseeable uncertainties in designing atomic weapons required discrete project management skills including flexibility, but these techniques have since been pushed aside in a managerial push for control that became the phased-planning or " stage-gate " process philosophy. And while some 1940s and 1950s successes may not be repeated today with the same managerial methods, because stakeholder complexity was lower at a time when huge projects served " national priorities, " we argue that some mid-20th Century managerial techniques such as maintaining a common direction would help improve modern megaprojects.
Shaping mega-projects: practical steps for success
1.0 Synopsis While measuring success in mega-projects is not straightforward and often interpreted differently by different individuals and stakeholders, there is a general perception that too many large engineering/science facility projects fail in terms of budget overruns, schedule slippage, and or promised performance. This failure to be designed appropriately and/or delivered on time and within budget has profound implications not only for the construction and commissioning organisations, but also for the funding agencies (often spending public money), and the clients or user community. Successful design and delivery is therefore not only a commercial necessity but also a societal imperative. In recent years, there has been a growing recognition of the importance of front-end shaping to project success. In this paper, I look at the inception, planning and feasibility phases of complex mega-projects in some depth, based on extant and updated research into the literature and several case studies. I focus on key success drivers from recent studies of large scale complex projects; drawing out factors shown to be especially potent at the preliminary stages. In particular, I discuss the importance of deciding the project goal(s) and success definitions, especially those beyond the physical structure; tackling the multi-headed Hydra of complexity; and early selection of competent procurement (contracting) processes. I explore resilience-building processes to curb optimism, learning from like-projects, and instilling a " mission-assurance " mindset. Lastly, I advocate an approach to risk management that goes beyond the traditional risk assessment models to help prepare project organisations against unexpected mishaps (Black Swans). Importantly, this paper newly captures a particular grouping of success precursors that require simultaneous attention specifically at the project initiation stage for maximum effect. The goal of this paper is to draw out the more subtle, often overlooked, aspects of complex mega-project management shown to be crucial at the start-up stages. I present strategies, practical approaches, and finally, proffer a project audit tool, readily applicable to large engineering projects. 2.0 Introduction/background Success and failure in projects is a topic frequently discussed among engineers and other project management (PM) practitioners. Similarly, public funded mega-scale projects especially are scrutinised for performance by funders, users, and the popular press. While a good number of notable mega-projects are delivered within acceptable parameters of time, budget and scope, many large complex projects-especially those underpinned by, or delivering, new technology-too often fail in
Guest Editorial: Perspectives on Megaprojects
Construction Economics and Building, 2015
Guest Editor: Willie Tan, National University of Singapore
[MINI: Megaproject Planning and Management – Bent Flyvbjerg
2.5.12]
Flyvbjerg, Bent, forthcoming, ed., Megaproject Planning and
Management: Essential Readings, vols. 1-2 (Cheltenham, UK and
Northampton, MA: Edward Elgar).
-----------------------------------------------------------------------------------------------------------------------Volume 1
Contents
Acknowledgements
Bent Flyvbjerg
Introduction
PART I
PART II
THE HISTORY OF MEGAPROJECTS [138p]
1.
Paul O. Gaddis (1959), ‘The Project Manager’, Harvard Business Review, 37
(3), May-June, 89-97
[9]
2.
Peter W. G. Morris (1994), ‘The 1960s: Apollo and the Decade of
Management Systems’, in The Management of Projects, Chapter 5, London,
UK: Thomas Telford, 38-88
[51]
3.
Christophe Midler (1995), ‘“Projectification” of the Firm: The Renault Case’,
Scandinavian Journal of Management, 11 (4), 363-75
[13]
4.
Paul R. Josephson (1995), ‘“Projects of the Century” in Soviet History:
Large-Scale Technologies from Lenin to Gorbachev’, Technology and Culture,
36 (3), July, 519-59
[41]
5.
Sylvain Lenfle and Christoph Loch (2010), ‘Lost Roots: How Project
Management Came to Emphasize Control Over Flexibility and Novelty’,
California Management Review, 53 (1), Fall, 32-55
[24]
PROJECT POSTMORTEMS [187pp]
6.
John E. Sawyer (1952), ‘Entrepreneurial Error and Economic Growth’,
Explorations in Entrepreneurial History, 4 (4), 199-204
[6]
7.
Albert O. Hirschman (1967), ‘The Principle of the Hiding Hand’, Public
Interest, 6, Winter, 10-23
[14]
8.
Don H. Pickrell (1992), ‘A Desire Named Streetcar: Fantasy and Fact in Rail
Transit Planning’, Journal of the American Planning Association, 58 (2), Spring,
158-76
[19]
9.
Bent Flyvbjerg, Mette K. Skamris Holm and Søren L. Buhl (2002),
‘Underestimating Costs in Public Works Projects: Error or Lie?’, Journal of
the American Planning Association, 68 (3), Summer, 279-95
[17]
10. Bent Flyvbjerg, Mette K. Skamris Holm and Søren L. Buhl (2005), ‘How
(In)accurate Are Demand Forecasts in Public Works Projects?: The Case of
Transportation’, Journal of the American Planning Association, 71 (2), Spring,
131-46
[16]
11. Bent Flyvbjerg, Mette K. Skamris Holm and Søren L. Buhl (2004), ‘What
Causes Cost Overrun in Transport Infrastructure Projects?’, Transport
Reviews, 24 (1), January, 3-18
[16]
12. Zur Shapira and Donald J. Berndt (1997), ‘Managing Grand-Scale
Construction Projects: A Risk Taking Perspective’, Research in Organizational
Behavior, 19, 303-60
[58]
13. Jon Teigland (1999), ‘Mega-Events and Impacts on Tourism; The Predictions
and Realities of the Lillehammer Olympics’, Impact Assessment and Project
Appraisal, 17 (4), December, 305-17
[13]
14. Robert A. Baade and Victor A. Matheson (2004), ‘The Quest for the Cup:
Assessing the Economic Impact of the World Cup’, Regional Studies, 38 (4),
June, 343-54
[12]
15. John Horne (2007), ‘The Four “Knowns” of Sports Mega-Events’, Leisure
Studies, 26 (1), January, 81-96
[16]
16. Edward W. Merrow (2011), ‘Project Outcomes’, in Industrial Megaprojects:
Concepts, Strategies, and Practices for Success, Chapter 3, Hoboken, NJ: John
Wiley and Sons, 37-50
[14]
PART III
FRONT-END MANAGEMENT [156 pp]
17. Peter Hall (1980), ‘Towards Prescription’, in Great Planning Disasters,
Chapter 13, London, UK: George Weidenfeld and Nicolson Limited, 249-76
[28]
18. Terry Williams and Knut Samset (2010), ‘Issues in Front-End Decision
Making on Projects’, Project Management Journal, 41 (2), April, 38-49
[12]
19. Hugo Priemus (2010), ‘Mega-projects: Dealing with Pitfalls’, European
Planning Studies, 18 (7), July, 1023-39
[17]
20. Hans de Bruijn and Martijn Leijten (2007), ‘Megaprojects and Contested
Information’, Transportation Planning and Technology, 30 (1), February, 49-69
[21]
21. Chantal C. Cantarelli, Bent Flyvbjerg, Bert van Wee and Eric J. E. Molin
(2010), ‘Lock-In and its Influence on the Project Performance of Large-Scale
Transportation Infrastructure Projects: Investigating the Way in which
Lock-In can Emerge and Affect Cost Overruns’, Environment and Planning B:
Planning and Design, 37 (5), 792-807
[16]
22. Martin Wachs (1990), ‘Ethics and Advocacy in Forecasting for Public
Policy’, Business and Professional Ethics Journal, 9 (1 and 2), 141-57
[17]
23. Bent Flyvbjerg (2006), ‘From Nobel Prize To Project Management: Getting
Risks Right’, Project Management Journal, 37 (3), August, 5-15
[11]
24. Bent Flyvbjerg, Massimo Garbuio and Dan Lovallo (2009), ‘Delusion and
Deception in Large Infrastructure Projects: Two Models for Explaining and
Preventing Executive Disaster’, California Management Review, 51 (2), Winter,
170-93
[24]
25. Daniel Kahneman (2011), ‘The Outside View’, in Thinking, Fast and Slow,
Chapter 23, New York, NY: Farrar, Straus and Giroux, 245-54, notes [10]
PART IV
GOVERNANCE AND INSTITUTIONS [111 pp]
26. W. Richard Scott (2012), ‘The Institutional Environment of Global Project
Organizations’, Engineering Project Organization Journal, 2 (1-2), March-June,
27-35
[9]
27. Ryan J. Orr and W. Richard Scott (2008), ‘Institutional Exceptions on Global
Projects: A Process Model’, Journal of International Business Studies, 39 (4),
June, 562-88
[27]
28. Roger Miller and Brian Hobbs (2005), ‘Governance Regimes for Large
Complex Projects’, Project Management Journal, 36 (3), September, 42-50 [9]
29. Nils Bruzelius, Bent Flyvbjerg and Werner Rothengatter (1998), ‘Big
Decisions, Big Risks: Improving Accountability in Mega Projects’,
International Review of Administrative Sciences, 64 (3), September, 423-40 [18]
30. Barbara S. Romzek and Melvin J. Dubnick (1987), ‘Accountability in the
Public Sector: Lessons from the Challenger Tragedy’, Public Administration
Review, 47 (3), May-June, 227-38
[12]
31. Erik Swyngedouw, Frank Moulaert and Arantxa Rodriguez (2002),
‘Neoliberal Urbanization in Europe: Large-Scale Urban Development
Projects and the New Urban Policy’, Antipode, 34 (3), July, 542-77
[36]
Total: 606
[MINI: Megaproject Planning and Management– Bent Flyvbjerg
2.5.12]
Flyvbjerg, Bent, forthcoming, ed., Megaproject Planning and
Management: Essential Readings, vols. 1-2 (Cheltenham, UK and
Northampton, MA: Edward Elgar).
------------------------------------------------------------------------------------------------------------------------
Contents
Volume 2
Acknowledgements
An Introduction to both volumes by the editor appears in Volume I
PART I
PART II
STAKEHOLDER MANAGEMENT [106 pp]
1.
Kirsi Aaltonen and Jaakko Kujala (2010), ‘A Project Lifecycle Perspective on
Stakeholder Influence Strategies in Global Projects’, Scandinavian Journal of
Management, 26 (4), December, 381-97
[17]
2.
Audley Genus (1997), ‘Managing Large-Scale Technology and InterOrganizational Relations: The Case of the Channel Tunnel’, Research Policy,
26 (2), May, 169-89
[21]
3.
J. Scott Sutterfield, Shawnta S. Friday-Stroud and Sheryl L. ShiversBlackwell (2006), ‘A Case Study of Project and Stakeholder Management
Failures: Lessons Learned’, Project Management Journal, 37 (5), December, 2635
[11]
4.
Hilary Schaffer Boudet and Leonard Ortolano (2010), ‘A Tale of Two
Sitings: Contentious Politics in Liquefied Natural Gas Facility Siting in
California’, Journal of Planning Education and Research, 30 (1), September, 5-21
[17]
5.
Doug McAdam, Hilary Schaffer Boudet, Jennifer Davis, Ryan J. Orr, W.
Richard Scott and Raymond E. Levitt (2010), ‘“Site Fights”: Explaining
Opposition to Pipeline Projects in the Developing World’, Sociological
Forum, 25 (3), September, 401-27
[27]
6.
Bent Flyvbjerg (2012), ‘Why Mass Media Matter to Planning Research: The
Case of Megaprojects’, Journal of Planning Education and Research, 32 (2),
June, 169-81
[13]
FINANCE [94 pp]
7.
Benjamin C. Esty (2004), ‘Why Study Large Projects? An Introduction to
Research on Project Finance’, European Financial Management, 10 (2), 213-24
[12]
8.
Tom Copeland and Peter Tufano (2004), ‘A Real-World Way To Manage
Real Options’, Harvard Business Review, March, 90-99
[10]
9.
Bent Flyvbjerg (2013), ‘Quality Control and Due Diligence in Project
Management: Getting Decisions Right by Taking the Outside View’,
International Journal of Project Management, 31 (5), July, 760-74
[15]
10. Aidan R. Vining and Anthony E. Boardman (2008), ‘Public-Private
Partnerships: Eight Rules for Governments’, Public Works Management and
Policy, 13 (2), October, 149-61
[13]
11. Matti Siemiatycki (2009), ‘Delivering Transportation Infrastructure Through
Public-Private Partnerships: Planning Concerns’, Journal of the American
Planning Association, 76 (1), Winter, 43-58
[16]
12. Graeme A. Hodge and Carsten Greve (2009), ‘PPPs: The Passage of Time
Permits a Sober Reflection’, Institute of Economic Affairs, 29 (1), March, 33-39
[7]
13. Morag I. Torrance (2008), ‘Forging Glocal Governance? Urban
Infrastructures as Networked Financial Products’, International Journal of
Urban and Regional Research, 32 (1), March, 1-21
[21]
PART III
DELIVERY [172 pp]
14. P. D. Henderson (1977), ‘Two British Errors: Their Probable Size and Some
Possible Lessons’, Oxford Economic Papers, 29 (2), July, 159-205
[47]
15. Mendel Giezen (2012), ‘Keeping it Simple? A Case Study into the
Advantages and Disadvantages of Reducing Complexity in Mega Project
Planning’, International Journal of Project Management, 30 (7), October, 781-90
[10]
16. Jerry Ross and Barry M. Straw (1993), ‘Organizational Escalation and Exit:
Lessons from the Shoreham Nuclear Power Plant’, Academy of Management
Journal, 36 (4), August, 701-32
[32]
17. Helga Drummond (1998), ‘Is Escalation Always Irrational?’, Organization
Studies, 19 (6), November, 911-29
[19]
18. Ramiro Montealegre and Mark Keil (2000), ‘De-Escalating Information
Technology Projects: Lessons from the Denver International Airport’, MIS
Quarterly, 24 (3), September, 417-47
[31]
19. Tyrone S. Pitsis, Stewart R. Clegg, Marton Marosszeky and Thekla RuraPolley (2003), ‘Constructing the Olympic Dream: A Future Perfect Strategy
of Project Management’, Organization Science, 14 (5), September-October,
574-90
[17]
20. Christopher M. Gordon (1994), ‘Choosing Appropriate Construction
Contracting Method’, Journal of Construction Engineering and Management,
120 (1), 196-210
[16]
PART IV
SOCIAL AND ENVIRONMENTAL IMPACTS [63 pp]
21. Thayer Scudder (1973), ‘The Human Ecology of Big Projects: River Basin
Development and Resettlement’, Annual Review of Anthropology, 2, 45-55
[11]
22. Paul K. Gellert and Barbara D. Lynch (2003), ‘Mega-Projects as
Displacements’, International Social Science Journal, 55 (175), March, 15-25
[11]
23. François Molle and Philippe Floch (2008), ‘Megaprojects and Social and
Environmental Changes: The Case of the Thai “Water Grid”’, Ambio: A
Journal of the Human Environment, 37 (3), May, 199-204
[5]
24. Paul Charest (1995), ‘Aboriginal Alternatives to Megaprojects and their
Environmental and Social Impacts’, Impact Assessment, 13 (4), 371-86 [16]
25. Rob Vanwynsberghe, Björn Surborg and Elvin Wyly (2012), ‘When the
Games Come to Town: Neoliberalism, Mega-Events and Social Inclusion in
the Vancouver 2010 Winter Olympic Games’, International Journal of Urban
and Regional Research, 1-20
[20]
PART V
INNOVATION [103 pp]
26. Mike Hobday (1998), ‘Product Complexity, Innovation and Industrial
Organisation’, Research Policy, 26 (6), February, 689-710
[22]
27. Werner Rothengatter (2008), ‘Innovations in the Planning of Mega-Projects’,
in Hugo Priemus, Bent Flyvbjerg and Bert van Wee (eds), Decision-Making
on Mega-Projects: Cost-Benefit Analysis, Planning and Innovation, Chapter 11,
Cheltenham, UK and Northampton, MA: Edward Elgar Publishing, 215-38
[24]
28. James Barlow (2000), ‘Innovation and Learning in Complex Offshore
Construction Projects’, Research Policy, 29 (7-8), August, 973-89
[17]
29. Andrew Davies, David Gann and Tony Douglas (2009), ‘Innovation in
Megaprojects: Systems Integration at London Heathrow Terminal 5’,
California Management Review, 51 (2), Winter, 101-25
[25]
30. Nuno Gil, Marcela Miozzo and Silvia Massini (2011), ‘The Innovation
Potential of New Infrastructure Development: An Empirical Study of
Heathrow Airport's T5 Project’, Research Policy, 41 (2), March, 452-66 [15]
PART VI CASE STUDIES [194 pp]
31. Peter Hall (1980), ‘Sydney’s Opera House’, in Great Planning Disasters,
Chapter 6, London, UK: George Weidenfeld and Nicolson Limited, 138-51,
notes
[14]
32. Alan Altshuler and David Luberoff (2003), ‘The New Politics of Highways’,
in Mega-Projects: The Changing Politics of Urban Public Investment, Chapter 4,
Washington, DC: Brookings Institution, 76-122
[47]
33. Roger Vickerman (1997), ‘High-Speed Rail in Europe: Experience and Issues
for Future Development’, Annals of Regional Science, 31 (1), 21-38
[18]
34. Janis van der Westhuizen (2007), ‘Glitz, Glamour and the Gautrain: MegaProjects as Political Symbols’, Politikon, 34 (3), December, 333-51
[19]
35. Joseph S. Szyliowicz and Andrew R. Goetz (1995), ‘Getting Realistic About
Megaproject Planning: The Case of the New Denver International Airport’,
Policy Sciences, 28 (4), November, 347-67
[21]
36. Karen Bakker (1999), ‘The Politics of Hydropower: Developing the
Mekong’, Political Geography, 18 (2), February, 209-32
[24]
37. Susan S. Fainstein (2008), ‘Mega-Projects in New York, London and
Amsterdam’, International Journal of Urban and Regional Research, 32 (4),
December, 768-85
[17]
38. Xuefei Ren (2008), ‘Architecture as Branding: Mega Project Developments
in Beijing’, Built Environment, 34 (4), December, 517-31
[15]
39. Greg Andranovich, Matthew J. Burbank and Charles H. Heying (2001),
‘Olympic Cities: Lessons Learned from Mega-Event Politics’, Journal of
Urban Affairs, 23 (2), Summer, 113-31
[19]
732 pp
[Total: 1338]
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