Complex Megaprojects Research Articles

Stakeholder management within PPP-arranged civil engineering megaprojects: a systematic literature review of challenges, critical success factors and stakeholder roles

PurposePublic-private partnerships (PPPs) have become integral in delivering public services and infrastructure, particularly in the context of megaprojects. This paper focuses on the interplay between stakeholder management, challenges, critical success factors (CSFs), and the overall success of PPP-arranged civil infrastructure megaprojects.Design/methodology/approachUsing the PRISMA methodology, we comprehensively analyze challenges and critical success factors (CSFs) influencing stakeholder engagement within PPP megaprojects. A focused search equation identified 595 papers, which were distilled down to 34 relevant papers and case studies. Qualitative analysis of these papers revealed 48 CSFs categorized into 11 challenges from a stakeholder management perspective, which were further delineated across public, private, and combined sectors, and then mapped along the PPP megaproject lifecycle.FindingsInformed by a diverse amalgam of civil and project management literature, this research reveals the intricate dynamics of PPP megaprojects across the globe that emphasize the critical nature of stakeholder engagement, analysis, and management practices. Key findings highlighted conflicting interests between public and private stakeholders, manifesting in challenges like project performance versus profitability. The literature emphasized instances where neglect of local community culture led to adverse social outcomes. A universal conclusion underscored the context-specific nature of challenges and CSFs, stressing the need for a holistic understanding of stakeholders and project dynamics.Research limitations/implicationsThe paper acknowledges that it focused on 34 selected papers out of 595 identified. This sample focuses on civil engineering megaprojects which may not fully represent the breadth of research in the field, potentially missing out on valuable insights from excluded studies.Practical implicationsWe believe that the compiled list of CSFs, organized according to stakeholder relationships and the project lifecycle, serves as a potent tool for managers and planners. By enabling the identification of complexity from diverse perspectives, this research allows elucidating the challenges faced by the management team in PPP megaproject.Social implicationsThis research identifies several social outcomes related to PPP megaprojects. Critical Success Factors identified as such should allow the project managers to maximize benefits for society and minimize risk and negative externalities.Originality/valueThis study contributes valuable insights for policies and practices by systematically describing challenges and related CSFs throughout the PPP megaproject lifecycle. Additionally, it addresses the nuanced aspects of internal and external stakeholder management, thereby contributing to the overall understanding and best practices required to confront complex megaprojects involving a wide range of stakeholder groups.

Combining Stakeholder and Risk Management: Multilayer Network Analysis for Complex Megaprojects

Combining Stakeholder and Risk Management: Multilayer Network Analysis for Complex Megaprojects

СОВОКУПНЫЙ РИСК ПРИ РЕАЛИЗАЦИИ КРУПНОГО КОМПЛЕКСНОГО ПРОЕКТА СТРОИТЕЛЬСТВА АТОМНОЙ ЭЛЕКТРОСТАНЦИИ

The article identifies the problems of the modern international nuclear energy market, analyzes domestic and foreign experience in the construction of technically complex megaprojects, studies and systematizes organizational and technical aspects of the concept of reliability and risks of technically complex industrial facilities on the example of an international project for the construction of a nuclear power plant. The purpose of the research article is to solve one of the most important tasks – to determine the total investment risk and its assessment in an inextricable relationship with the stages of the project life cycle. The article systematizes both the principles of assessing the organizational and technical reliability of the system under study, as well as the methods of types of aggregate investment risk. A proprietary multi-criteria approach to the concept of reliability is being developed using modern theoretical methods in the context of the development of nuclear power plant construction projects abroad, respectively, taking into account country and industry risks.

“Bigger than government”: Exploring the social construction and contestation of net-zero industrial megaprojects in England

Industry is frequently framed as hard-to-decarbonize given its diversity of requirements, technologies, and supply chains, many of which are unique to particular sectors. Net zero commitments since 2019 have begun to challenge the carbon intensity of these various industries, but progress has been slow globally. Against this backdrop, the United Kingdom has emerged as a leader in industrial decarbonization efforts. Their approach is based on industrial clusters, which cut across engineering, spatial, and socio-political dimensions. Two of the largest of these clusters in England in terms of industrial emissions are the Humber and Merseyside. In this paper, drawn from a rich mixed methods original dataset involving expert interviews (N = 46 respondents), site visits (N = 20), a review of project documents and the academic literature, we explore ongoing efforts to decarbonize both the Humber and Merseyside through the lens of spatially expansive and technically complex megaprojects. Both have aggressive implementation plans in place for the deployment of net-zero infrastructure, with Zero Carbon Humber seeking billions in investment to build the country's first large-scale bioenergy with carbon capture and storage (BECCS) plant alongside a carbon transport network and hydrogen production infrastructure, and HyNet seeking billions in investment to build green and blue hydrogen facilities along with a carbon storage network near Manchester and Liverpool. We draw from the social construction of technology (SCOT) literature to examine the relevant social groups, interpretive flexibility, and patterns of closure associated with Zero Carbon Humber and HyNet. We connect our findings to eight interpretive frames surrounding the collective projects, and make connections to problems, contestation, and closure.

Gaps in megaproject management system literature: a systematic overview

PurposeThis paper aims to present a structured and comprehensive review of relevant works, collected through a systematic methodology and clustered into nine meaningful categories on megaproject management systems and the current requirements for improved industrial megaprojects.Design/methodology/approachThe methodology employed in this paper retrieves relevant works from available online citation indexes that are published in peer-reviewed journals and other reliable sources from 2000 to 2021.FindingsIt has been observed that the literature on megaproject management is still premature and requires further research to understand better the main gaps and effects of large-scale and typically complex megaprojects. Significant improvements are needed towards covering gaps to address the project management system holistically over the entire project life cycle. There are no clear guidelines for achieving a complete and conclusive project management system and enhancing future megaprojects' management capabilities.Originality/valueThis paper provides a clear picture of the existing literature on megaproject management systems, contributing insights for successful megaproject projects. Additionally, the holistic analysis identifies gaps in the body of knowledge, revealing avenues for future research.

Using Principal–Steward Contracting and Scenario Planning to Manage Megaprojects

Performance on megaprojects is dismal. Megaprojects are complex, but people use constructs inappropriate in complex situations for their management, particularly contractual arrangements based on principal–agent governance and conventional project management, which is good at solving puzzles, but not at enlightening mysteries. I review current thinking. Principal–steward contracting is a liberal governance structure required in complex situations. Conventional project management emphasizes control at the expense of innovation. In cases of high uncertainty, innovation is required as unexpected events occur. Scenario planning is offered as a way of approaching the management of complex megaprojects, to construct narratives, and to identify alternative outcomes.

Introducing a system theoretic framework for safety in the rail sector: supplementing CSM-RA with STPA

To meet the ever-growing challenge to improve the capacity and performance of the UK’s rail network, the industry continues to deliver technical, operational and organisational change projects. The safety risk associated with such change is controlled through a risk management framework known as the Common Safety Method for Risk Evaluation and Assessment (CSM-RA). But as we continue to deliver extremely complex mega-projects, with the use of new and novel technology and systems to support safety-critical functions, new modes of both machine failures and human errors arise. This paper discusses how System-Theoretic Process Analysis (STPA), a relatively new hazard analysis technique based on systems theory, can be used in the application of CSM-RA. This paper discusses how we can use STPA to supplement our current ‘toolbox’, promoting a ‘systems-thinking’ approach to safety in the rail sector to help us to answer that crucial question: How can we be confident that we understand what our safety requirements should be, and are we really sure that all reasonably foreseeable hazards have been identified?

Shaping complex mega-projects: practical steps for success

Mega-project success is difficult and often interpreted differently by different stakeholders. Too many large engineering/science projects fail in terms of budget, schedule and/or performance. Such failures have profound implications for the construction and commissioning organisations, the funders (often spending public money), and end users. Successful design and delivery is, therefore, not only a commercial necessity but also a societal imperative. In this paper, I focus on the inception, planning and feasibility phases of complex mega-projects, based on extant and updated research into the literature and case studies. I examine key success drivers from recent studies of large-scale high-technology projects, drawing out early stage factors shown to be especially potent. I discuss the importance of project goal(s) and success definitions; tackling complexity; and early selection of competent procurement processes. I explore resilience-building processes to curb optimism, learning from like projects, and a ‘mission-assurance’ mindset. Lastly, I advocate an approach to threat management beyond the traditional risk assessment models. This paper draws out the more subtle, often overlooked, aspects of complex mega-project management shown to be crucial at the start-up stages. The findings led to the development of a complex project audit tool now offered to readers.

Technology Focus: Reserves/Asset Management (December 2016)

Technology Focus The oil and gas industry is still adjusting to the significant change in oil and gas prices, and, unsurprisingly, many of the reserves- and asset-management papers published over the last 12 months focus on adding, optimizing, and protecting value. The papers have examined this task from many different perspectives, depending on the maturity of the asset, the circumstances of the company, and the local regulatory/political and economic environment. Governments, companies, service providers, and many other stakeholders in the industry have realized the oil-price outlook may remain low for longer than expected and the need to plan accordingly. Moreover, even if prices rise to higher levels than today, the focus on low-cost operations and value-generating projects must remain a priority. Further, there is a greater appreciation for project risk and uncertainty than ever before, and companies must recognize the worth of their assets and when projects should be continued or, indeed, when they should not. This is also in the context of changing community and political attitudes to energy production and usage. As a result, it is clear that all stakeholders recognize the need to work together more than ever before to ensure a robust, sustainable industry. The suite of papers in this feature addresses various aspects of the theme of adding, optimizing, and protecting value. First, the importance of an integrated approach to addressing the reservoir, surface-network, and process issues associated with evaluating and understanding the interrelationship of all elements of an asset is presented in SPE 176322. The paper articulates the challenges and a very systematic approach to dealing with these interrelationships. As new projects get harder to justify commercially, brownfield projects that add value to existing projects are becoming more common. SPE 176810 provides an example where subsurface visualization concepts have been incorporated into planning, assessing, and implementing plant upgrades, from relatively minor operational enhancements to major changes, so that preplanning and implementation time and cost show very practical savings. Complex megaprojects also continue to have ongoing challenges during planning, design, and execution, especially where an organization or industry is handling several simultaneously. SPE 177860 provides the lessons learned from some recent experiences and offers some insights into how these learnings can be integrated, with a focus on the assurance process. Assessing unconventional-reservoir developments and deciding whether they should proceed represent project decision making in the face of technical uncertainty, data unreliability, and a challenging price environment. SPE 179996 provides a thorough discussion of the issues. The paper provides an excellent overview of the theoretical basis for assessing whether such a project may be economically leveraging off similar analysis for conventional reservoir developments. In particular, it points out common misunderstandings between the range of uncertainty of individual-well estimates and the range of uncertainty of the mean, and it provides insight into the situation where an operator achieves a poor result from a pilot and will need to distinguish between it being a reservoir issue or a stimulation design/execution issue. Recommended additional reading at OnePetro: www.onepetro.org. SPE 176405 Risk Analysis Significantly Reduces Drilling-Project Costs: Vital in the New Oil-Price Era by Roberto F. Aguilera, Curtin University, et al. SPE 177215 Effect of Oil and Gas Prices in Unconventional-Resource Plays by M. Gibson, IDEAS, et al. SPE 177244 Regrading Proven Reserves With PRMS by Bob Harrison, LR Senergy, et al.

Linking megaprojects for local technological capability development in developing countries - a literature review

Complex megaprojects, costing above $1 billion, gained significant research interest from their engineering, management, complexity, risks and other perspectives. For developing economies especially, they present significant learning opportunity to build technological capability with interaction of local firms with international contractors. Using scholarly articles review, the present paper reviewed past literature, enlightening gap observed and the linkage demanded between megaprojects and their potential for technological capability development. Results indicate that past researches have not given emphasis to investigate technological capability development through megaprojects executed in developing countries. After discussion on relevant subtopics, the gaps to be filled and link the two topics are elaborated individually. Conclusions drawn are directed towards new research paradigm that investigates opportunities that have priceless contribution for developing economies.

Projectscapes: the role of spatial settings in managing complex megaprojects

By definition, complex megaprojects involve large-scale activities at geographical dispersed spatial settings. However, little attention has been given to spatial complexity of megaprojects. To fill in this gap, literature on organisational spaces has been explored to learn about the relation between spatial settings and organisational development. Furthermore, data on two longitudinal cases is used to explore this relation in megaprojects; the Dutch High Speed Train megaproject and the Panama Canal Expansion Program. Findings indicate two different intersections of spatial design and organisational development; location of project head quarters and spatial distribution of project locations. At these intersections spatial settings shape actions of project employees which results in both processes of organisational integration and fragmentation. The practical implications for project managers are at the level of cultural risks and unintended consequences related to megaproject design.

The challenges and opportunities for mega-infrastructure projects and archaeology: Response to the Respondents

When I was asked to provide a lead paper for this forum the title seemed so wide-ranging that it took a little while to decide how to approach it. After due consideration I decided to focus on what I feel is the key to better integration of archaeology into large scale projects. Simply put, the theme is perhaps analogous to earlier developments in archaeology. Archaeologists have long adopted technological solutions from other disciplines to find, record, and analyse deposits, and they have sought out social and anthropological theories to interpret their results. I am stressing here that in order to integrate archaeology successfully into complex mega-projects and to allow the discipline to grow in this environment, we should adopt and adapt again.

Problems of public-private partnership in implementation of strategic projects of the North

In the phase of its economic growth in 2002–2008, Russia returned to the development and implementation of strategic complex megaprojects aimed at creating a new infrastructural and industrial base in the Russian Federation and the development of natural resources, located in the North, including the Arctic shelf areas, which are currently in demand on world markets. This increases the significance of coordinating the government economic and social policies in the North, making them consistent with the long-term geoeconomic strategy of developing the North as a part of the economic space of Russia and global Arctic. Megaprojects in the North pursue geopolitical, macroeconomic, and socioeconomic goals, but priority is given to market objectives, i.e., high economic efficiency for both state-owned and private companies. The article describes the characteristics and properties of strategic megaprojects of the Russian North, discusses the state management of their implementation, and the role of the government in the mitigation of geopolitical and management risks for corporations and regions participating in the megaproject. It is shown that public-private partnership (PPP) is a strategic direction for the implementation of complex northern megaprojects. The fundamental problem in choosing the PPP form is the adequacy of the megaproject complexity to the structure of its participants’ production and financial assets. An analysis of organizational and economic risks, which are inherent in northern megaprojects implemented on the basis of PPP principles, such as “Complex Development of Southern Yakutia,” “Complex Development of the Lower Angara Area,” “Complex Development of the Transbaikal Area,” and “Ural Industrial-Ural Polar,” is presented. It is shown that the government and business faced with the problem of inefficient coordination of management decisions made by businesses and federal subjects by federal executive authorities. This problem can raise doubts about the effectiveness of large businesses’ participation in a megaproject and therefore undermine the implementation of that megaproject in general. The authors propose to evaluate the PPP effectiveness by assessing the degree of consistency in the long-term geopolitical, economic, and social interests of participants in the development, i.e., federal and regional executive authorities responsible for addressing specific cross-sectoral and interregional issues and corporations implementing strategic projects in the North. The government’s role consists in maintaining a comprehensive interaction between companies ensuring balanced development and in the mitigation of geopolitical, innovation, and production (development) risks in the North. A methodical approach is proposed to the development of organizational patterns for the interaction between the government and business on the basis of PPP principles; federal-level coordination problems are substantiated, the objects of PPP are identified, and the forms of agreements between investing companies and the government are determined. The necessity is proved to create a federal coordinator at the predesign stage of megaprojects. The federal coordinator communicates with regional corporations regarding issues of strategic project implementation, which will significantly accelerate the managerial decision-making process. By way of example, the case of the megaproject for developing the East-Siberian Oil and Gas Complex (ESOGC) is considered and recommendations are worked out for stating coordination problems for the ESOGC, defining the subject of agreements and contracts between companies and the government for the implementation of projects, taking into account time and the achievement of acceptable efficiency levels of investments in private projects.