Results 171 to 180 of about 5,171 (221)

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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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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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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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 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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Has Megaproject Management Lost Its Way?

2017
This chapter illustrates the management of uncertainty, of stakeholders, and of contractors, and then draws on history—the Manhattan Project to develop the atomic bomb, and Cold War-era space and defense projects such as Polaris and Apollo—to show that knowledge of how to overcome these issues has long existed and could be used effectively in some ...
Sylvain Lenfle, Christoph Loch
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Managing Megaprojects: Conceptual Framework and International Experience

2021
The discussion paper analyzes international experience in megaproject management, identifying problems and delivery performance. The most important distortions are optimism bias and strategic misrepresentation. it explores the approaches of Norway and the United Kingdom.
Simon Groom, Edna Armendáriz
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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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From Construction Megaproject Management to Complex Project Management: Bibliographic Analysis

Journal of Management in Engineering, 2015
AbstractThe rapid growth of construction megaprojects worldwide has triggered a growing number of papers published in this area in the past two decades, suggesting that construction megaproject management has become an emerging area in the field of construction engineering and management (CEM).
Hu, Y, Chan, APC, Le, Y, Jin, RZ
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Managing Offshore Megaprojects: Success is an Option

SPE Annual Technical Conference and Exhibition, 2013
Abstract The success or failure of any offshore oil and gas development project is dependent on effective integration of intelligent processes, deep-seated technical expertise, multiple company and agency interactions and relationships, solid management and vigorous leadership.
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