Project management lessons from the past decade of mega-projects

The 1970s was an era dominated by complex multi-phased, interdisciplinary projects. Realizing these projects introduced project management issues that have significantly advanced the profession, issues such as managing multiple project firms (architect, designer, and engineer), resolving logistics problems, controlling fast-track projects, and addressing environmental issues. This article examines ten key lessons learned from managing these projects, lessons that can serve project managers well as they work to realize projects in the resource-restricted and economically uncertain late 20th century. In doing so, it describes the goals and success factors of mega-projects as well as the project management competencies, organizational structures, planning elements, project perceptions, and resource and cost management processes that most often affect the outcome of mega-projects. It concludes by identifying four areas that will enable project managers to more economically realize future projects.