Leading Megaprojects A Tailored Approach

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

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.