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.

DedicationContentsPrefaceAcknowledgmentsAbout the AuthorPART A CURRENT REALITY TO TAILORED APPROACHSection I Setting the SceneChapter 1 Book IntroductionChapter 2 Relevant DefinitionsChapter 3 The Literature ReviewChapter 4 Professional AssociationsSection II The Challenges— Current State of PracticeChapter 5 Observed ChallengesChapter 6 Insights from the Global CommunityChapter 7 A Tale of Two MegaprojectsChapter 8 Other Case StudiesChapter 9 Section II Summary and ClosingSection III Critical Concepts for Megaproject LeadershipChapter 10 The Critical Concepts, OverviewChapter 11 Leading Practices and ConsiderationsChapter 12 Organizational Competence and CapacityChapter 13 Mega: Projects, Programs, AssetsChapter 14 Section III ClosureSection IV The Tailored Approach for Megaproject DevelopmentChapter 15 Introduction to the Tailored ApproachChapter 16 Critical Success FactorsChapter 17 Integrated and Applied Project ManagementChapter 18 CAMMP™ for MegaprojectsChapter 19 CAMMP™ MP: Concept to SuccessChapter 20 Stage Management Processes and FunctionsChapter 21 The People Aspects of Megaproject LeadershipPART B THE SIMULATIONSection I The ProjectChapter 22 The Integrated City MegaprojectChapter 23 Guide to Part BSection II The Discovery PhaseChapter 24 Introduction to the PhaseChapter 25 The Concept StageChapter 26 Feasibility and Shaping StagesSection III The Development Phase 285Chapter 27 Introduction to the PhaseChapter 28 Requirements StageChapter 29 Master Plan StageChapter 30 Strategy StageChapter 31 Preliminary Engineering StageSection IV The Delivery PhaseChapter 32 Introduction to the PhaseChapter 33 Implementation StagesChapter 34 Operational Readiness StagesChapter 35 Close StageChapter 36 Part B ClosureChapter 37 Call for ActionAppendix A Additional ResourcesAppendix B Sample TemplatesAcronymsBibliographyIndex

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.