In conventional business and government megaprojects–such as hydroelectric dams, chemical-processing plants, or big-bang enterprise-resource-planning systems–the standard approach is to build something monolithic and customized. Such projects must be 100% complete before they can deliver benefits: Even when it’s 95% complete, a nuclear reactor is of no use. On the basis of 30 years of research and consulting on megaprojects, the author has found two factors that play a critical role in determining success or failure: replicable modularity in design and speed in iteration. The article examines those factors by looking at well-known megaprojects, both successful ones, and cautionary tales.
Case Study Link
Using your knowledge of stakeholders, stakeholder management, and the Megaproject case studies linked above, answer the following:
a. Develop a stakeholder matrix for a mega project
b. Describe stakeholder issues that could arise when managing a megaproject.
c. Identify 2-3 stakeholders and their role within a megaproject.
APA format 500 words
