Description based upon print version of record.

Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Dedication -- Contents -- Preface -- Relevant History -- Book Focus -- Acknowledgments -- General Acknowledgments -- Acknowledgment for Publishing this Book -- About the Author -- About SUKAD -- Part A: Current Reality to Tailored Approach -- Section I: Setting the Scene -- Chapter 1: Book Introduction -- 1.1 Something to Think About -- 1.2 Why a Book on Megaprojects? -- 1.3 The Blockers -- 1.4 Human Progress and the Giants -- 1.5 The Title of the Book -- 1.5.1 Leading Megaprojects

1.5.2 A Tailored Approach -- 1.5.3 Enabling Executives -- 1.6 Our Approach -- 1.7 Proposed Solution -- 1.8 Depth of Coverage -- 1.8.1 Integration of Various Aspects -- 1.8.2 Practitioner Perspective -- 1.8.3 What Is Not Included? -- 1.9 Book Structure -- 1.9.1 Part A: Current Reality to Tailored Approach -- 1.9.2 Part B: The Simulation -- 1.9.3 Closing -- 1.10 Chapter Closing Comments -- Chapter 2: Relevant Definitions -- 2.1 Introduction -- 2.2 Definitions -- 2.2.1 Project Versus Program -- 2.2.2 Project Versus Product -- 2.2.3 Life Cycles -- 2.2.4 Phases and Stages -- 2.2.5 Gates

2.2.6 Project and Organizational Project Management -- 2.2.7 Capital Project -- 2.2.8 Megaproject -- 2.2.9 Asset Management -- 2.2.10 Project Owner and Service Provider -- 2.2.11 Methodology, Method, Tailored Methods -- 2.2.12 Agile and Agility -- 2.2.13 Project Classification -- 2.2.14 Success and Failure -- 2.2.15 Assessing Performance -- 2.2.16 Organization -- 2.3 Closing Comments -- Chapter 3: The Literature Review -- 3.1 Introduction -- 3.2 A Summary of the References -- 3.2.1 References from Professional Associations -- 3.2.2 Project Management for Engineering and Construction

3.2.3 Industrial Megaprojects and Capital Projects -- 3.2.4 The Oxford Handbook of Megaproject Management -- 3.2.5 The Construction Industry Institute -- 3.2.6 Other References -- 3.2.7 Comparing the References -- 3.3 Closing Comments -- Chapter 4: Professional Associations -- 4.1 What Exists? -- 4.2 The Project Management Institute -- 4.3 Chapter Closing -- Section II: The Challenges- Current State of Practice -- Chapter 5: Observed Challenges -- 5.1 Introduction to the Section -- 5.2 "The One Thing" -- 5.3 The Observed Challenges -- 5.3.1 Politics in Infrastructure (Good and Bad)

5.3.2 The Complexity of Megaprojects -- 5.3.3 Culture of Fixed Price -- 5.3.4 Culture of Low Bid -- 5.3.5 Overdependence on Contractors and Management Consultants -- 5.3.6 Project Owners' Competence -- 5.3.7 Change Management -- 5.3.8 Lack of Appreciation of Uncertainty -- 5.4 Closing Remarks -- Chapter 6: Insights from the Global Community -- 6.1 Introduction -- 6.2 A Venting Moment -- 6.3 Perspectives and Mindsets -- 6.3.1 Forecasting Challenges -- 6.3.2 Do Numbers Lie? -- 6.4 The Statistics -- 6.4.1 Industrial Megaprojects -- 6.4.2 Capital Projects

6.4.3 The Oxford Handbook of Megaproject Management

The performance of megaprojects is questionable, and a large percentage of them fail in one dimension or another. The challenges that contribute to these failures are known. Then why do these projects still fail at a high rate? Leading Megaprojects: A Tailored Approach examines the challenges facing megaprojects and, more importantly, successes in delivering megaprojects. To close the performance gaps in megaproject deliveries, the book presents a customizable model that professionals and organizations can use to increase the chance of successful project delivery. To illustrate the model, it uses examples and case studies, primarily from capital projects, with engineering and construction components. The book also explains how the approach can be applied to all projects, regardless of industry or domain. The book emphasizes the role of leadership because it takes the point of view that megaprojects cannot be successful without great leadership due to their massive size, complexity, number of parties and stakeholders involved, and cost, among other vital factors. Leaders can define the path for a megaproject to guide seasoned managers and project managers to successful closure. The tailored approach is based on a stage-gate project life cycle model, which covers projects from concept to success. However, it is not limited to a purist form of traditional project management. It is a tailored methodological approach, with an emphasis on leading the work, end-to-end, at the project level, along with the management of every stage of the project. Also, it presents the integration of the business, product delivery, and operations management into a cohesive approach. The book concludes with an in-depth simulation showing how the model is can be tailored to deliver a megaproject successfully.

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