The performance of megaprojects is questionable, and a large percentage of them fail in one dimension or another. The challenges that contribute to these failures are known. Then why do these projects still fail at a high rate? Leading Megaprojects: A Tailored Approach examines the challenges facing megaprojects and, more importantly, successes in delivering megaprojects.
To close the performance gaps in megaproject deliveries, the book presents a customizable model that professionals and organizations can use to increase the chance of successful project delivery. To illustrate the model, it uses examples and case studies, primarily from capital projects, with engineering and construction components. The book also explains how the approach can be applied to all projects, regardless of industry or domain.
The book emphasizes the role of leadership because it takes the point of view that megaprojects cannot be successful without great leadership due to their massive size, complexity, number of parties and stakeholders involved, and cost, among other vital factors. Leaders can define the path for a megaproject to guide seasoned managers and project managers to successful closure.
The tailored approach is based on a stage-gate project life cycle model, which covers projects from concept to success. However, it is not limited to a purist form of traditional project management. It is a tailored methodological approach, with an emphasis on leading the work, end-to-end, at the project level, along with the management of every stage of the project. Also, it presents the integration of the business, product delivery, and operations management into a cohesive approach. The book concludes with an in-depth simulation showing how the model is can be tailored to deliver a megaproject successfully.
Dedication
Contents
Preface
Acknowledgments
About the Author
PART A CURRENT REALITY TO TAILORED APPROACH
Section I Setting the Scene
Chapter 1 Book Introduction
Chapter 2 Relevant Definitions
Chapter 3 The Literature Review
Chapter 4 Professional Associations
Section II The Challenges— Current State of Practice
Chapter 5 Observed Challenges
Chapter 6 Insights from the Global Community
Chapter 7 A Tale of Two Megaprojects
Chapter 8 Other Case Studies
Chapter 9 Section II Summary and Closing
Section III Critical Concepts for Megaproject Leadership
Chapter 10 The Critical Concepts, Overview
Chapter 11 Leading Practices and Considerations
Chapter 12 Organizational Competence and Capacity
Chapter 13 Mega: Projects, Programs, Assets
Chapter 14 Section III Closure
Section IV The Tailored Approach for Megaproject Development
Chapter 15 Introduction to the Tailored Approach
Chapter 16 Critical Success Factors
Chapter 17 Integrated and Applied Project Management
Chapter 18 CAMMP™ for Megaprojects
Chapter 19 CAMMP™ MP: Concept to Success
Chapter 20 Stage Management Processes and Functions
Chapter 21 The People Aspects of Megaproject Leadership
PART B THE SIMULATION
Section I The Project
Chapter 22 The Integrated City Megaproject
Chapter 23 Guide to Part B
Section II The Discovery Phase
Chapter 24 Introduction to the Phase
Chapter 25 The Concept Stage
Chapter 26 Feasibility and Shaping Stages
Section III The Development Phase 285
Chapter 27 Introduction to the Phase
Chapter 28 Requirements Stage
Chapter 29 Master Plan Stage
Chapter 30 Strategy Stage
Chapter 31 Preliminary Engineering Stage
Section IV The Delivery Phase
Chapter 32 Introduction to the Phase
Chapter 33 Implementation Stages
Chapter 34 Operational Readiness Stages
Chapter 35 Close Stage
Chapter 36 Part B Closure
Chapter 37 Call for Action
Appendix A Additional Resources
Appendix B Sample Templates
Acronyms
Bibliography
Index
Biography
Mounir A. Ajam is an entrepreneur, author, speaker, coach, advisor, consultant, volunteer leader, and project management thought leader. He is a senior executive with more than three decades of global, practical experience in capital project industries such as engineering, construction, petroleum, utilities, project management, and management consultancy. He has worked on projects worth billions of U.S. dollars in North America, Europe, Southeast Asia, and West Asia. His experience includes working on small and multiple projects and large and complex projects, including megaprojects.
Mounir is a co-founder and the Chief Executive Officer of SUKAD Project Portfolio Management Solutions (SUKAD Corp), founded in the United States in 2019 (previously in the UAE since 2004), a project management provider with registration in the United States, Lebanon, and the United Arab Emirates. Also, he has initiated the Uruk Initiative to generate interest among project management professionals from around the world to come together and form a technology startup. This startup is for the development of an online solution and platform for managing projects, with CAMMP™ as the core project management methodological approach. The Uruk PPM Platform is now part of SUKAD Corp. This book contributes to the Uruk PPM Platform.
