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Maximizing the impact of megaprojects: Urgent implications of financial inclusion drive for effective anti-poverty measures. [PDF]

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Mahmood S, Zhang L, Aslam S, Khan N.
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Managing megaprojects: a focused approach

IEEE Software, 1996
In mid 1990, we began work on software for the Boeing 777 aircraft, a project that would involve 30 suppliers and require 9 million person hours to complete. The various systems in the 777, most of which are digitally controlled, required that we develop, test, and certify about 2.5 million lines of new software, mostly as Ada code, and incorporate ...
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Managing information flow on a megaproject

International Journal of Project Management, 1985
Abstract Every project organization is a pyramid, with a project manager at the apex and supporting staff below, increasing in number at each level. The size of the project will determine how large the organization will grow, and as it grows, so do its administrative requirements.
K A Bishop, R B Gembey
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Megaproject Decision Making and Management

2017
This chapter focuses on ethical and political aspects of megaproject decision making and management. More specifically, it focuses on ethical aspects of the impacts of megaprojects on society, the ethics of doing research into the pros and cons of megaprojects, the quality of estimates of the costs and benefits of megaprojects, and the democratic ...
Hugo Priemus, Bert van Wee
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Managing global megaprojects: Complexity and risk management

International Business Review, 2013
Abstract “Megaproject,” a concept of growing importance in today's globally connected business environment, requires a closer examination as a result of the expansion of global networks, increasing collaborations among numerous partners, and the complexity of managing such projects. Yet, given their high rate of failure, it is critical to examine the
Ilke Kardes, Ayse Ozturk, S. Tamer Cavusgil, Erin Cavusgil   +3 more
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Quality Management System for a Highway Megaproject

Transportation Research Record: Journal of the Transportation Research Board, 2002
Although the concepts of quality management have been successfully applied in many industries, primarily manufacturing, and are equally applicable to the construction industry, highway megaprojects, especially those delivered through private–public partnership (P3) arrangements, present new challenges.
Donath Mrawira, Jeff Rankin, A. John Christian   +2 more
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The Oxford Handbook of Megaproject Management

2017
This handbook is currently in development, with individual articles publishing online in advance of print publication. At this time, we cannot add information about unpublished articles in this handbook, however the table of contents will continue to grow as additional articles pass through the review process and are added to the site. Please note that
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Quality Assurance in Megaproject Management

2017
This chapter discusses the Norwegian governance regime for public megaprojects and the lessons learned. Governance regimes for major public investment projects comprise the processes and systems which the financing party must implement to ensure a successful investment.
Knut Samset, Gro Holst Volden
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Megaprojects and risk management: Emaar Properties

International Journal of Teaching and Case Studies, 2009
Companies in a variety of industries must be cognisant of the risks associated with project management, but organisations implementing megaprojects must actively identify, analyse, mitigate, monitor and control for a variety of potential challenges that could impact on project schedule, cost, and quality.
Robert Bateman, Munir Majdalawieh
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