Improving performance of infrastructure projects in developing countries: an Ecuadorian case study

Abstract

Risk sharing S1Sufficient up-front planning S2Early and continuous involvement of stakeholders S3 Shared goals/Collaborative approach/transparency S4 Procurement models that reward good performance (not just contractor) S5 Interface management S6 Choosing the correct project delivery method S7 Clear scope and client requirements S8 Realistic estimates/referenc e class forecasting S9 Effective change management S10 Structured and thorough risk management approach S11 Public outreach S12

Clarifying megaproject complexity in developing countries: A literature review and conceptual study

“…5 However, this integration challenge tends to be more complex due to the unique conditions in developing countries, such as limited worker experience and expertise, 125 lack of supporting industries, 101 inconsistent regulations and unstable political conditions, 28,95 and lack of megaproject management capabilities of construction organizations. 112…”

“…4,164 Several researchers have noted that in developing country megaproject organizations, these social conditions have become more complex due to a lack of experience in multinational cooperation systems involving many teams and stakeholders from multiple countries. 112,125,142…”

“…This challenge arises in megaprojects in developing countries and developed countries alike 73 and has an impact on project estimation errors (low funding, short target completion timeline, and high quality demands) and planning errors in decision-making during implementation. 99,112,117,119 In developing countries, this condition often occurs as a result of the pressure of the stakeholders’ political motives. 135 Unsynchronized support, commitment, and participation of the government and stakeholders: These challenges stem from weaknesses of a country’s legal and regulatory systems and a lack of state and organizational ability to formulate megaproject contracts.…”

“…This challenge arises in megaprojects in developing countries and developed countries alike 73 and has an impact on project estimation errors (low funding, short target completion timeline, and high quality demands) and planning errors in decision-making during implementation. 99,112,117,119 In developing countries, this condition often occurs as a result of the pressure of the stakeholders’ political motives. 135…”

“…4,164 Several researchers have noted that in developing country megaproject organizations, these social conditions have become more complex due to a lack of experience in multinational cooperation systems involving many teams and stakeholders from multiple countries. 112,125,142 b. Relationship challenges between entities (weak cooperation and a lack of coordination and communication): This problem is related to point a.…”