Essays on Wht re the Mst Significant Reasns fr Meg-Prject Filure Literature review

Tags: Project
Download full paperFile format: .doc, available for editing

The paper "Whаt Аre the Mоst Significant Reasоns fоr Megа-Prоject Fаilure" is a great example of a literature review on business. In spite of the amounts of money going into mega projects, surprisingly, nominal systematic knowledge is available on the reasons why most of these projects fail. The available literature offers valid explanations as to why these projects fail to perform as anticipated. However, massive research has been done to determine the rationale behind the failure of megaprojects. The superconducting super collider provides an example of failed megaprojects. A combination of numerous factors is said to propel the failure.

These factors are analyzed across the project lifecycle, which comprises four phases namely the inception phase, development phase, implementation phase, and closeout phase. Being a perpetually complex project, the SSC project displayed massive difficulty in dealing with the increasing complexity. Additionally, the projects failed due to a lack of effectual project management. It lacked realization of specifications to cost, quality, and time, failed to deploy competent staff, and as well proved incapable of defining project objective. Ultimately, megaprojects fail to owe to cost underestimation.

There tends to emerge incongruities amid projections at the preliminary phases and the final overrun costs. Introduction The industrializing and industrialized nations are making massive progress toward the initiation of megaprojects. These projects are a principal way in which contemporary societies are generating novel value through the creation of physical assets, which are exploited to realize economic and social ends. Megaprojects, described as large, complex projects within the minerals, petroleum, power, and chemical industries remain massively challenging with a startlingly high rate of failure. Megaprojects are employed within the private as well as public sectors (Altshuler and Luberoff 2003, p.

56), for instance in the sector of merger and acquisition (Weston, Mitchell and Mulherin 2003, p. 147). In spite of the increasing proportion, megaprojects are portraying meager performance record in regard to the environment, public endorsement, and economy (Flyvbjerg and Rothengatter 2003, p. 143). According to the recent CHAOS results, success rates of projects has portrayed a significant decrease, with merely 32 percent of projects being completed on budget, on time, and with the required features (The Standish Group International 2010, p.



Altshuler, A. and Luberoff, D. 2003. Mega projects: the changing politics of urban public

investment. Brookings Institution, Washington, DC.

Anbari n.d. ‘Project Management Institute: Case studies in project management.’

Anbari, Gaimmalvo and Jaffe n.d. ‘Case Study: The Chunnel Project.’ Project Management


Atkinson, R., Crawford, L. and Ward, S. 2006. ‘Fundamental uncertainties in projects and the

scope of project management.’ International Journal of Project Management, vol. 24, pp. 687-698.

Attarzadeh, I. and Ow, S.H. 2008. ‘Project management practices: The criteria for success or

failure.’ Communications of the IBIMA, Vol. 1, pp. 234- 241.

Baccarini, D. 1996. ‘The concept of project complexity-A review.’ International Journal of Project Management, Vol. 14, No. 4, Pp. 201-204.

Bertelsen, S. 2004. ‘Construction management in a complexity perspective.’ Presented at the 1st

International SCRI Symposium, March 30th-31st 2004 at the University of Salford, UK.

Cantarelli, C.C., Flyvbjerg, B. and Bert van Wee, E. 2010. ‘Cost overruns in large-scale

transportation infrastructure projects: explanations and their theoretical embeddedness.’ EJTIR, Vol. 10, No. 1, Pp. 5-18.

Dinsmore, P. and Rocha, L. 2012. ‘Enterprise project governance: A guide to the successful

management of projects across the organization.’ AMACOM Div American Management Association, New York.

Dinsmore, P.C. 1999. ‘Winning in business with enterprise project management.’ AMACOM

Div American Management Association, New York.

Domondon, A.T. 2009. ‘Kuhn, Popper, and the Superconducting Supercollider.’ Studies in

History and Philosophy of Science, Vol. 40, Pp. 301-314.

Flyvbjerg, B. and Rothengatter, W. 2003. Mega projects and risk: an anatomy of ambition.

Cambridge University Press, UK.

Greiman, V.A. 2013. ‘Mega project management: Lessons on risk and project management from

the Big Dig.’ John Wiley & Sons, New Jersey.

Khan, H.J. 2012. ‘Era of Big Science.’ Deeksha Bist, New Delhi.

Mann, J. and Johnson, J.P. n.d. ‘Identifying and explaining risk factors associated with

Information Systems projects in Thailand: A model and research proportions.’ Pp. 537-552.

Project Management Institute 2013. ‘PMI’s pulse of the profession: The high cost of low

performance.’ Project Management Institute, Inc.

Remington, K. n.d. ‘Leading complex projects.’ Gower Publishing, New York.

Remington, K., Zolin, R. and Turner, R. 2009. ‘A model of project complexity: Distinguishing

dimensions of complexity from severity.’ In: Proceedings of the 9th International Research Network of Project Management Conference, 11-13 October 2009, Berlin.

Shane, J., Molenaar, K., Anderson, S. and Schexnayder, C. 2009. ‘Construction project cost

escalation factors.’ Journal of Management Engineering, Vol. 25, No. 4, Pp. 221-229.

Shoemaker, P.J. 2004. Forecasting and scenario planning: the challenges of uncertainty. In

Koehler, D. and Harvey N. ed. 2004. Blackwell handbook of judgment and decision-making. Blackwell Publishing, New York. Chapter 14.

Stannard, C.J. 1990. ‘Managing a mega project- The Channel Tunnel.’ Long Range Planning,

Vol. 23, No. 5, Pp. 49-62.

Tae-In, M. 2005. ‘Impact of project leadership on user participation and the user involvement:

the consequences for user satisfaction and systems usage.’ Journal of Management Systems, vol. 17, No. 1, pp. 35-43.

The Standish Group International 2010. ‘Chaos summary for 2010.’ The Standish Group

International, Inc, Boston, MA.

Weston, J., Mitchell, M., and Mulherin, J. 2003. Takeovers, restructuring, and corporate

governance. Prentice Hall, New York.

Willard, E.P. 1994. ‘The demise of the superconducting super collider: strong politics or weak

management.’ Canada Proceedings, pp. 1-7.

Download full paperFile format: .doc, available for editing
Contact Us