By Virginia A. Greiman
Project administration classes discovered at the vast Dig, America's greatest megaproject, via a center member answerable for its day-by-day operations
In Megaproject Management, a valuable member of the massive Dig crew finds the varied hazards, demanding situations, and accomplishments of the main advanced city infrastructure venture within the historical past of the U.S.. Drawing on own event and interviews with venture engineers, government oversight fee officers, and middle managers, the writer, a former deputy advice and chance supervisor for the large Dig, develops new insights as she describes the realities of daily administration of the undertaking from a venture manager's viewpoint.
The booklet comprises either conception and perform and is consequently hugely urged to policymakers, teachers, and venture administration practitioners. concentrating on classes realized, this insightful coursebook provides the large Dig as an incredible case research within the administration of danger, expense, and agenda, quite the interrelation of technical, criminal, political, and social elements. It presents an research of the problems in handling megaprojects in the course of every one part and over the existence span of the undertaking, whereas supplying worthy classes on why initiatives get it wrong and what will be performed to avoid undertaking failure. It additionally bargains new rules to augment undertaking administration functionality and innovation in our international society.
This targeted advisor:
- Defines megaproject features and frameworks
- Reviews the large Dig's heritage, stakeholders, and governance
- Examines the project's administration scope, scheduling, and value management?including undertaking delays and price overruns
- Analyzes the large Dig's danger administration and caliber management
- Reveals how you can construct a sustainable venture via integration and alter introduction
Chapter 1 advent to Megaprojects and the massive Dig (pages 1–37):
Chapter 2 heritage and Financing of the massive Dig (pages 38–78):
Chapter three Stakeholders (pages 79–109):
Chapter four Governance (pages 110–151):
Chapter five Megaproject Scope administration (pages 152–184):
Chapter 6 time table (pages 185–213):
Chapter 7 rate background (pages 214–234):
Chapter eight price administration (pages 235–263):
Chapter nine Megaprojects and Megarisk (pages 264–315):
Chapter 10 caliber administration (pages 316–348):
Chapter eleven development a Sustainable venture via Integration and alter (pages 349–390):
Chapter 12 management (pages 391–413):
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Additional resources for Megaproject Management: Lessons on Risk and Project Management from the Big Dig
Dynamic Governance Structures Governance of megaprojects has become an emerging issue with the expansion of globalization, and research is desperately needed to develop enhanced government frameworks and hybrid models for governance that involve greater local community participation and adherence to principles of distributive and procedural justice (Levitt et al. 2009). As described in Chapter 4, the governance models used for megaprojects are very different from the traditional hierarchical structure of most corporations and nonproﬁt organizations such as schools, medical facilities, and government agencies.
Project delivery is a description of the contracting methods and relationships between the owner, designer, and contractor required to design and build a construction project and includes planning, budgeting, ﬁnancing, design, construction, and operations (Sanvido and Konchar 1999). In the United States, individual state departments of transportation (DOTs) typically manage and control the full cycle of project delivery, from inception through construction. They may elect to contract with engineering consultants or construction contractors to perform various services related to the project development process.
Lessons learned from megaprojects must be shared to assist in the development of global best practices for project management. 6. Complex megaprojects face emergent risks that are not usually present in traditional projects. Therefore, risk management requires a shared vision, partnering, and an integrated structure to mitigate and eliminate the enormous risk potential. 7. Megaprojects require collaborative contracting, integration, and partnering as a framework for success. 8. Megaprojects are critical to economic growth and prosperity in both developed and developing countries.