Copy Code

Why include megaprojects in BoK 7?

Save for later

Favourite

Over the past decades, the project management community has become used to understanding how projects work, and how multiple projects can be organised using programme management and/or portfolio management to ensure that beneficial outcomes are achieved for stakeholders.

Projects – defined by APM as “unique, transient endeavours, undertaken to achieve planned objectives which could be defined in terms of outputs, outcomes or benefits” – come in many shapes and sizes. There was a time when project ‘size’ would have been judged purely in terms of how much the project was going to spend, with the assumption that the higher the budget, the more difficult the project. This point of view has long been superceded and there is wide acceptance that project difficulty, often called complexity, is affected by a number of things.

In my previous blog post, we discussed projects as social systems and how the management of complex stakeholder relationships requires thinking about beyond planning to achieve something that is technically difficult, at large scale, or rapid pace. It’s clear though that some projects combine great technical difficulty, huge budgets and complex stakeholder relationships. It has become custom and practice to refer to these projects as ‘megaprojects’.

Some commentators would say that megaprojects are projects that will spend more than a certain amount of money (say $1bn), but to just comment on the money is to miss the point about the nature of megaprojects.

A definition that I find useful is "megaprojects are temporary endeavours (i.e. projects) characterised by: large investment commitment, vast complexity (especially in organisational terms), and long-lasting impact on the economy, the environment, and society". (Brookes and Locatelli, 2005)

If we think of the some of the projects that fall into this category, for example the Thames Tideway project, it’s clear that managing relationships with multiple funders and other stakeholders alongside undertaking large-scale, expensive and technically difficult work, and doing that in a way that meets time commitments and stakeholder requirements for safety, integrity and transparency, requires a particular set of organisational capabilities. You could argue that this is project management ‘at the edge’ – stretching all aspects of the profession to their limit – and therefore worthy of a topic to discuss how managing such projects might be different.

It is proposed therefore to include megaprojects as a topic within Body of Knowledge 7, alongside project, programme and portfolio. Not everyone agrees of course. There is a view that the complexities outlined above can be dealt with using a programme approach. Another point of view is that if megaprojects are included, so should ‘microprojects’ (for which I don’t have a definition). What do you think?

We are keen to listen to all voices from the profession. If you have something to say on the inclusion of megaprojects in Body of Knowledge 7, please do contribute your thoughts in our consultation on the seventh edition of the APM Body of Knowledge. There’s no need to answer every section, you can spend as much or as little time as you wish.

default

Posted by Ruth Murray-Webster on 4th Apr 2018

About the Author

Ruth is currently Director, Change Portfolio and Group Head of Risk at Associated British Ports where, for 50% of her time, she is responsible for coordinating the approval and delivery of an ambitious portfolio of change to processes, systems, behaviours and ways of working. In the rest of her time Ruth provides leading-edge risk and change consultancy services via her company Potentiality UK.  Prior to this appointment, Ruth was Director of the Risk in the Boardroom practice for KPMG LLP following 10 years as a Director of Lucidus Consulting Ltd. Her work on risk appetite and risk attitude with David Hillson is widely published. Her doctoral research focused on the accomplishment of planned change from the perspective of the recipients of change rather than change agents. Ruth was awarded Honorary Fellowship of APM in 2013 for her contributions to risk and change.

Ruth will be Editor for the 7th edition of the APM Body of Knowledge.

Comments on this site are moderated. Please allow up to 24 hours for your comment to be published on this site. Thank you for adding your comment.
{{comments.length}}CommentComments
{{item.AuthorName}}

{{item.AuthorName}} {{item.AuthorName}} says on {{item.DateFormattedString}}:

Share this page

Login or Register to leave a comment:

Recommended blogs

What is change management?

21 June 2018

According to the authors of Introduction to Managing change, ’all projects and programmes are ultimately created to deliver change of one form or another.

Save for later

Favourite

APM BoK 7 consultation: your views shared

26 June 2018

We are pleased that the APM Body of Knowledge consultation process has been conducted professionally and fairly and that we have heard from a wide group of interested parties, not just those who have a passion about a specific aspect of the profession.

Save for later

Favourite

Recommended news

Event

The Future of Project Management: global drivers

4 May 2017

Driven by rapid advances in digital technologies, the nature of our work is being transformed. Collaboration and communication through increasingly intuitive user-friendly interfaces could lead to fundamental changes in workplace structures and may offer

Save for later

Favourite

Event

An introduction to Programme Management

24 February 2017

Programme management brought to life by Alan Macklin through his personal experience of some major UK programmes.

Save for later

Favourite

Join APM

Sign up to the APM Newsletter.