Average Reviews:
(More customer reviews)This book does not live up to its title. It does indicate clearly there is a lack of theory on managing multiple enterprises in projects, and it does not provide any as well. Hence, we are given basically superficial accounts of dated case studies (up to early 1980s) in terms of four success factors (goals, design, environment, management). My sense is the author (from Dept of Economics and Business Admin) is unfamiliar with infrastructure construction, the focus of this book. Risk management should have been approached from the project cycle, so that we are aware of the risks at each stage.
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Product Description:
Giant Projects often end in giant failures. Based on an analysis of the technical, time, and financial goals from case studies (Olympic Games, university hospitals, and a huge wind energy converter), four success factors in managing giant projects are identified in this book: formulation and change of goals, basic configuration, socio-political environment, and management structure and capacity. The book focuses on the crucial role of the project owner and the relations among the four success factors. It offers recommendations and guidance on successfully completing giant projects to owners, project managers and contractors.
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