Managing Large Infrastructure Projects
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Managing Large Infrastructure Projects
The publication presents best practices and lessons learnt in the management and organisation of fifteen large infrastructure projects in Europe. This research has been executed as a research programme in the Sixth European Framework Programme (FP 6) of the European Union.
Large Infrastructure Projects in Germany
This book presents an analysis of why some large infrastructure projects are delayed or compromised and offers important insights into the better delivery of future projects. It provides an important reaction to the ambitious €315 billion investment plan devised by the European Commission, wherein Europe's infrastructure is a key investment target. Germany is adopted as a focus, as Europe's largest economy, and a nation that has seen significant delays and tensions in the delivery of key infrastructure projects. The contributions to this volume demonstrate various patterns for infrastructure assets and illustrate how factors such as poor project governance, early planning mistakes, inappropriate risk management and unforeseen technological challenges influence delivery. The in-depth case studies on the Berlin Brandenburg Airport, the Hamburg Elbphilharmonie, and offshore wind parks show how project delivery can face massive problems, and illuminating solutions are offered to these problems. Overall, the case of Germany also offers the opportunity to assess various new forms of project delivery, such as public-private partnerships (PPP), and the risks and opportunities of ambitious first-mover 'pioneer' projects. The book will be of great interest for scholars and upper-level students of human geography, business and management, as well as policy makers.
Managing Engineering Processes in Large Infrastructure Projects
Author: Pascal Bohulu Mabelo
language: en
Publisher: Cambridge Scholars Publishing
Release Date: 2021-10-11
Project managers are often scolded and crucified for the massive overruns plaguing their megaprojects. While some project managers may deserve the blame, a closer look would reveal that many competent ones are bearing the brunt of the failure, not of Project Management as such, but of Engineering Management. Project management experts would eventually concede that once the engineering team loses control over the ‘technical content’, you can no longer control the time or money spent on it. Engineering mistakes and other “design discrepancies” always breed overruns in projects, and poor performance in subsequent operations, because those design errors will cause difficulties during construction and engender recurring malfunctions in operations. No cost and schedule management tools or weekly status reports can prevent or remedy those situations. Therefore, proceeding from the Systems Thinking approach, this book discusses the causes of, and explores methods that address, such insidious predicaments. It examines topics ranging from stakeholders’ needs and requirements to how they ought to be translated into functions so that they may be performed by the systems under development. Design and development processes and methods, as well as their generic outputs and respective lifecycle implications, are also discussed based on practical, real-life examples.