- The Oxford Handbook of Megaproject Management
- List of Illustrations
- List of Tables
- List of Contributors
- Introduction: The Iron Law of Megaproject Management
- Has Megaproject Management Lost Its Way?: Lessons from History
- Cycles in Megaproject Development
- Big Is Fragile: An Attempt at Theorizing Scale
- Institutional Challenges and Solutions for Global Megaprojects
- Megaproject Decision Making and Management: Ethical and Political Issues
- Biggest Infrastructure Bubble Ever?: City and Nation Building with Debt-Financed Megaprojects in China
- Did Megaproject Research Pioneer Behavioral Economics?: The Case of Albert O. Hirschman
- Megaproject Escalation of Commitment: An Update and Appraisal
- Megaprojects as Games of Innovation
- Power and Sensemaking in Megaprojects
- A Collective-Action Perspective on the Planning of Megaprojects
- Understanding Drivers of Megaevents in Emerging Economies
- Innovation and Flexibility in Megaprojects: A New Delivery Model
- Megaproject Stakeholder Management
- Private Finance: What Problems Does It Solve, and How Well?
- Wider Impacts of Megaprojects: Curse or Cure?
- Quality Assurance in Megaproject Management: The Norwegian Way
- The Good Megadam: Does It Exist, All Things Considered?
- Cracking the Code of Megaproject Innovation: The Case of Boeing’s 787
- The Power of Systems Integration: Lessons from London 2012
- Iconic Urban Megaprojects in a Global Context: Revisiting Bilbao
- Private Provision of Public Services: The Case of Australia’s Motorways
- Megaprojects as Political Symbols: South Africa’s Gautrain
- Large Dam Development: From Trojan Horse to Pandora’s Box
Abstract and Keywords
Megaprojects are intricate solutions shaped over many years to fit specific contexts and market needs. This chapter focuses on megaprojects as games of innovation in which sponsors, experts, and potentially opposing stakeholders interact to shape opportunities into projects and to design and deliver these projects. Each project calls for multiple innovative choices over time in the face of foreseeable and emerging issues, in a design tradespace that reflects multiple dimensions of value. Keeping these trade-offs alive over the life of the project requires that sponsors and experts master the inherent complexity of megaprojects and develop architectures and processes that deliver with requisite complexity.
Roger Miller École EMD, Aix-Marseille
Donald Lessard is the Epoch Foundation Professor of International Management, Emeritus at the MIT Sloan School of Management
Vivek Sakhrani is a PhD candidate and researcher at the Massachusetts Institute of Technology, and CPCS Transcom Inc
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