Megaproject complexity attributes and competences: lessons from IT and construction projects

Abstract

Megaprojects have been associated with persistent underperformance technically, financially, socially and environmentally. This underperformance has been attributed to the inherent complexity attributes and the gaps in the form of the mismatch in the project management competences and processes used by the project management teams to deal with the complexity attributes. This study seeks to investigate the performance implications of these complexity attributes to recommend suitable management competences for the successful delivery of megaprojects. This conceptual study used an integrative literature review to analyze and synthesize findings from existing scientific articles related to the complexity constructs based on a comparative assessment of Information Technology (IT) and construction megaprojects. The Complex Adaptive Systems (CAS) Theory was also used to highlight some of the factors that influence megaproject performance towards identifying suitable management processes and competences, which are required to deal with megaprojects complexity. The key findings include a nomenclature of the main complexity attributes, their implications on the performance of IT and construction megaprojects, and, lastly, the managementcompetences and processes that are required to deal with the complexity attributes for improved megaproject performance.

Identification of Factors Affecting Risk Appetite of Organizations in Selection of Mega Construction Projects

“…Project size is another factor that affects risk appetite. As the project size increases, complexity increases in the project, and in mega projects, this complexity can lead to failure [1,8,14,119]. Organizations consider project magnitude to avoid failure and delays.…”

“…The importance of megaprojects' developmental benefits cannot be overstated, despite their troubled history of poor performance [1,8,9]. Megaprojects raise uncertainty and present severe challenges for inventive companies due to unexpected and developing concerns.…”

“…According to Merrow, 65% mega projects fails and in some cases failure rate is Buildings 2022, 12, 2 2 of 19 75% [12]. This subpar performance is already justified technologically, financially, socioeconomically, and environmentally [8,13]. Megaprojects require new managerial skills and structures due to its complexity, failure and cost overruns [14].…”

Enhancing the decision-making process for public-private partnerships infrastructure projects: a socio-economic system dynamic approach

“…However, the approach faces significant challenges that often derail collaboration and cooperation. PPP projects face many developmental challenges, including dynamic complexities, nonlinearities, and time delays [5][6][7][8][9]. Over the recent years, the critical concession variables (price and period) have presented significant complexities for decisions and policymakers [10][11][12].…”

Integrated Scheduling Platform Based on BIM and Lean Construction

“…In fact, the contribution of a team dedicated to planning within the management team, in itself, brings its share of communication problems between the teams and fortifies the silos. This statement is even more true when it comes to a mega-project where the organizational structure is more complex (Gupta 2015, Nyarirangwe andBabatunde 2019). To improve communication and partially resolve the challenges addressed, the BIM process is used to foster communication and Lean principles are integrated into practices to increase collaboration, but the complete solution is not combined with planning management practices.…”