- Dr Phil Crosby is a specialist consultant and published author in high-technology mega-projects.edit
Success in project management, and particularly in large, high-technology/IT projects, is not easily achieved. This paper draws together a significant number of case studies and research efforts relating to the success and failure of... more
Success in project management, and particularly in large, high-technology/IT projects, is not easily achieved. This paper draws together a significant number of case studies and research efforts relating to the success and failure of projects from the last four decades, in what is believed to be the only modern meta-study of its type. The author posits that there is a body of knowledge within the literature from which a number of key indicators or focus areas can be derived for practical application especially in the early stages of projects. Studies encompassing more than 2,800 projects are examined, and the success factors for general, and high-technology, projects are newly grouped and ranked as strategic success drivers for use prescriptively by project practitioners and approvers. New correlations between success indicators are presented and the principal drivers examined in further detail to reveal sometimes less obvious characteristics influencing project success. In a series...
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Success in mega-projects is frequently discussed among project theoreticians and practitioners. This research focuses on high-technology projects and draws on recent literature and fieldwork at ten contemporary mega-science projects in... more
Success in mega-projects is frequently discussed among project theoreticians and practitioners. This research focuses on high-technology projects and draws on recent literature and fieldwork at ten contemporary mega-science projects in Chile, Australia, and Europe. This study concludes that project success is not random, and early adoption of certain approaches, activities, and launch conditions will position a project for success and resilience. Nine resilience factors (beyond a priori programmatical artefacts) are grouped into three ‘attitudinal’ factors, and six ‘conditioning’ factors and then examined in detail against three case study projects. The study’s conclusion show that attitudinal factors remain a challenge, especially within institutional type high-tech projects, and launch conditioning shows mixed levels of application. Through the nine factors, this paper offers newly consolidated insights for high-tech project start-ups and presents the case for co-application of co...
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The procurement of goods and services for projects is traditionally seen as a largely administrative or operational task rather than having strategic importance. Modern hightechnology mega-projects are dependent on mutual and enduring... more
The procurement of goods and services for projects is traditionally seen as a largely administrative or operational task rather than having strategic importance. Modern hightechnology mega-projects are dependent on mutual and enduring industry collaborations and demand a strategic management approach. Effective procurement for giant science/engineering projects has thus become a necessary prerequisite to overall project success. This paper presents a review of the literature and contemporary cases related to high-tech mega-project procurement, and references various legislative and operational environments. Nine acquisition strategies are presented as newly distilled planning topics that are important to procurement success. The study proposes that by addressing these key strategies, large scale ‘high-tech ’ projects can improve the effectiveness of the procurement processes, and enable a more productive and open relationship with suppliers.
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Abstract Mega-project success is difficult and often interpreted differently by different stakeholders. Too many large engineering/science projects fail in terms of budget, schedule and/or performance. Such failures have profound... more
Abstract Mega-project success is difficult and often interpreted differently by different stakeholders. Too many large engineering/science projects fail in terms of budget, schedule and/or performance. Such failures have profound implications for the construction and commissioning organisations, the funders (often spending public money), and end users. Successful design and delivery is, therefore, not only a commercial necessity but also a societal imperative. In this paper, I focus on the inception, planning and feasibility phases of complex mega-projects, based on extant and updated research into the literature and case studies. I examine key success drivers from recent studies of large-scale high-technology projects, drawing out early stage factors shown to be especially potent. I discuss the importance of project goal(s) and success definitions; tackling complexity; and early selection of competent procurement processes. I explore resilience-building processes to curb optimism, learning from like projects, and a ‘mission-assurance’ mindset. Lastly, I advocate an approach to threat management beyond the traditional risk assessment models. This paper draws out the more subtle, often overlooked, aspects of complex mega-project management shown to be crucial at the start-up stages. The findings led to the development of a complex project audit tool now offered to readers.
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Despite a plethora of tools, technologies and management systems, successful execution of big science and engineering projects remains problematic. The sheer scale of globally funded projects such as the Large Hadron Collider and the... more
Despite a plethora of tools, technologies and management systems, successful execution of big science and engineering projects remains problematic. The sheer scale of globally funded projects such as the Large Hadron Collider and the Square Kilometre Array telescope means that lack of project success can impact both on national budgets, and collaborative reputations. In this paper, I explore data from contemporary literature alongside field research from several current high-technology projects in Europe and Australia, and reveal common ‘pressure points’ that are shown to be key influencers of project control and success. I discuss the how mega-science projects sit between being merely complicated, and chaotic, and explain the importance of understanding multiple dimensions of project complexity. Project manager/leader traits are briefly discussed, including capability to govern and control such enterprises. Project structures are examined, including the challenge of collaborations. I show that early attention to building project resilience, curbing optimism, and risk alertness can help prepare large high-tech projects against threats, and why project managers need to understand aspects of ‘the silent power of time’. Mission assurance is advanced as a critical success function, alongside the deployment of task forces and new combinations of contingency plans. I argue for increased project control through industrial-style project reviews, and show how post-project reviews are an under-used, yet invaluable avenue of personal and organisational improvement. Lastly, I discuss the avoidance of project amnesia through effective capture of project knowledge, and transfer of lessons-learned to subsequent programs and projects.
Research Interests: Business and Engineering
Despite a plethora of tools, technology and software, successful management of big science and engineering projects remains problematic, with many imperfect project outcomes. While much research focuses on management processes,... more
Despite a plethora of tools, technology and software, successful management of big science and engineering projects remains problematic, with many imperfect project outcomes. While much research focuses on management processes, characteristics of high-tech mega-project managers themselves are less well explored. What are the personal and professional attributes, skills and exemplar initiatives that are ingredients in project success? In this paper literature from the last 30 years is consulted alongside fieldwork results from several current, large, engineering and science projects in Europe and Australia. In particular, high-tech project manager success traits and initiatives are examined and discussed. Beyond personal traits - some obvious, some not - positive correlations of success are apparent around project and team management attributes, including the use of task forces, information management, a mission assurance mindset, and approaches to project complexity. The role of codified knowledge (the PMBOK® Guide) is examined, and suggestions offered for practical application of the study outcomes.
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Success drivers for large, high-technology projects:
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Mega-project success is difficult and often interpreted differently by different stakeholders. Too many large engineering/science projects fail in terms of budget, schedule and/or performance. Such failures have profound implications for... more
Mega-project success is difficult and often interpreted differently by different stakeholders. Too many large engineering/science projects fail in terms of budget, schedule and/or performance. Such failures have profound implications for the construction and commissioning organisations, the funders (often spending public money), and end users. Successful design and delivery is, therefore, not only a commercial necessity but also a societal imperative. In this paper, I focus on the inception, planning and feasibility phases of complex mega-projects, based on extant and updated research into the literature and case studies. I examine key success drivers from recent studies of large-scale high-technology projects, drawing out early stage factors shown to be especially potent. I discuss the importance of project goal(s) and success definitions; tackling complexity; and early selection of competent procurement processes. I explore resilience-building processes to curb optimism, learning from like projects, and a 'mission-assurance' mindset. Lastly, I advocate an approach to threat management beyond the traditional risk assessment models. This paper draws out the more subtle, often overlooked, aspects of complex mega-project management shown to be crucial at the start-up stages. The findings led to the development of a complex project audit tool now offered to readers.
Despite a plethora of tools, technologies and management systems, successful execution of big science and engineering projects remains problematic. The sheer scale of globally funded projects such as the Large Hadron Collider and the... more
Despite a plethora of tools, technologies and management systems, successful execution of big science and engineering projects remains problematic. The sheer scale of globally funded projects such as the Large Hadron Collider and the Square Kilometre Array telescope means that lack of project success can impact both on national budgets, and collaborative reputations. In this paper, I explore data from contemporary literature alongside field research from several current high-technology projects in Europe and Australia, and reveal common 'pressure points' that are shown to be key influencers of project control and success. I discuss the how mega-science projects sit between being merely complicated, and chaotic, and explain the importance of understanding multiple dimensions of project complexity. Project manager/leader traits are briefly discussed, including capability to govern and control such enterprises. Project structures are examined, including the challenge of collaborations. I show that early attention to building project resilience, curbing optimism, and risk alertness can help prepare large high-tech projects against threats, and why project managers need to understand aspects of 'the silent power of time'. Mission assurance is advanced as a critical success function, alongside the deployment of task forces and new combinations of contingency plans. I argue for increased project control through industrial-style project reviews, and show how post-project reviews are an under-used, yet invaluable avenue of personal and organisational improvement. Lastly, I discuss the avoidance of project amnesia through effective capture of project knowledge, and transfer of lessons-learned to subsequent programs and projects.
Large projects having ambitious science goals and including new engineering technologies, significant infrastructure, and big budgets typically undergo much scrutiny prior to approval for expenditure. What is less clear is whether early... more
Large projects having ambitious science goals and including new engineering technologies, significant infrastructure, and big budgets typically undergo much scrutiny prior to approval for expenditure. What is less clear is whether early stage planning takes proper advantage of potential indicators of success (or failure) based on learnings from relevant past experience, and whether early stage project development/planning can be made more effective. While there is considerable literature concerning general management of large projects, and execution of complex programs, there is little material dealing with success drivers for large and complex high-technology projects typified by the ALMA and SKA radio-telescope projects. Drawing on recent PhD research, we present the results of a new meta-study of the literature, informed and validated through interviews with high-technology project managers, scientists and engineers from selected case studies. Our conclusions address definitions of success, project function and structure, authenticity, and strategic procurement. Dimensions of project complexity are examined, looking beyond technical and programmatic challenges into the internal and external project environment. Project resilience qualities are revealed, as well as less obvious traits of successful project managers. Review methods are discussed, together with effective processes for organisational learning. We identify critical success factors in relation to the development of the SKA project, and offer a practical checklist of indicators and drivers for high-technology mega-project success.
1.0 Synopsis While measuring success in mega-projects is not straightforward and often interpreted differently by different individuals and stakeholders, there is a general perception that too many large engineering/science facility... more
1.0 Synopsis While measuring success in mega-projects is not straightforward and often interpreted differently by different individuals and stakeholders, there is a general perception that too many large engineering/science facility projects fail in terms of budget overruns, schedule slippage, and or promised performance. This failure to be designed appropriately and/or delivered on time and within budget has profound implications not only for the construction and commissioning organisations, but also for the funding agencies (often spending public money), and the clients or user community. Successful design and delivery is therefore not only a commercial necessity but also a societal imperative. In recent years, there has been a growing recognition of the importance of front-end shaping to project success. In this paper, I look at the inception, planning and feasibility phases of complex mega-projects in some depth, based on extant and updated research into the literature and several case studies. I focus on key success drivers from recent studies of large scale complex projects; drawing out factors shown to be especially potent at the preliminary stages. In particular, I discuss the importance of deciding the project goal(s) and success definitions, especially those beyond the physical structure; tackling the multi-headed Hydra of complexity; and early selection of competent procurement (contracting) processes. I explore resilience-building processes to curb optimism, learning from like-projects, and instilling a " mission-assurance " mindset. Lastly, I advocate an approach to risk management that goes beyond the traditional risk assessment models to help prepare project organisations against unexpected mishaps (Black Swans). Importantly, this paper newly captures a particular grouping of success precursors that require simultaneous attention specifically at the project initiation stage for maximum effect. The goal of this paper is to draw out the more subtle, often overlooked, aspects of complex mega-project management shown to be crucial at the start-up stages. I present strategies, practical approaches, and finally, proffer a project audit tool, readily applicable to large engineering projects. 2.0 Introduction/background Success and failure in projects is a topic frequently discussed among engineers and other project management (PM) practitioners. Similarly, public funded mega-scale projects especially are scrutinised for performance by funders, users, and the popular press. While a good number of notable mega-projects are delivered within acceptable parameters of time, budget and scope, many large complex projects-especially those underpinned by, or delivering, new technology-too often fail in
Too many large engineering/science projects fail in terms of budget overruns, schedule slippage, or under-performance, and this has profound implications not only for the construction and commissioning organisations, but also for the... more
Too many large engineering/science projects fail in terms of budget overruns, schedule slippage, or under-performance, and this has profound implications not only for the construction and commissioning organisations, but also for the funders (public or private), and the clients or users. Successful design and delivery is therefore not only a commercial necessity but also a societal imperative. Success in complex in mega-projects is not easily achieved and interpreted differently by various stakeholders, and there is growing recognition of the importance of front-end shaping. In this chapter, the author covers the inception, planning and feasibility phases of complex mega-projects in some depth, based on extant and updated research of large scale high-technology projects. Five key success drivers are derived, and when purposefully grouped, shown to be especially potent at preliminary project stages. This chapter draws out subtle aspects of mega-project management shown to be crucial at the start-up phase.
Few people in business would argue against the benefits of long range planning, and many organisations now consider this a routine activity. However organisations can fall into a rut with their strategic planning process, and potentially... more
Few people in business would argue against the benefits of long range planning, and many organisations now consider this a routine activity. However organisations can fall into a rut with their strategic planning process, and potentially confuse having a strategy with being strategic. In the context of leadership, enterprise (or even project) planning can be deconstructed into its vision, mission, and long range goals determined by top management. The baton may then be passed most effectively to the operating managers (e.g. Project or Line Managers) best placed to deliver results through the implementation of tailored strategies. In this paper, Phil Crosby draws on over 12 years of observational experience of hundreds of technical and scientific organisations, public and private, to present the case that, in many enterprises, the right people may be focussing on the wrong tasks.
Despite a plethora of tools, technology and software, successful management of big science and engineering projects remains problematic, with many imperfect project outcomes. While much research focuses on management processes,... more
Despite a plethora of tools, technology and software, successful management of big science and engineering projects remains problematic, with many imperfect project outcomes. While much research focuses on management processes, characteristics of high-tech mega-project managers themselves are less well explored. What are the personal and professional attributes, skills and exemplar initiatives that are ingredients in project success? In this paper literature from the last 30 years is consulted alongside fieldwork results from several current, large, engineering and science projects in Europe and Australia. In particular, high-tech project manager success traits and initiatives are examined and discussed. Beyond personal traits-some obvious, some not-positive correlations of success are apparent around project and team management attributes, including the use of task forces, information management, a mission assurance mindset, and approaches to project complexity. The role of codified knowledge (the PMBOK® Guide) is examined, and suggestions offered for practical application of the study outcomes.
Success in mega-projects is frequently discussed among project theoreticians and practitioners. This research focuses on high-technology projects and draws on recent literature and fieldwork at ten contemporary mega-science projects in... more
Success in mega-projects is frequently discussed among project theoreticians and practitioners. This research focuses on high-technology projects and draws on recent literature and fieldwork at ten contemporary mega-science projects in Chile, Australia, and Europe. This study concludes that project success is not random, and that early adoption of certain approaches, activities, and launch conditions will position a project for success and resilience. Nine resilience factors (beyond a priori programmatical artefacts) are grouped into three 'attitudinal' factors, and six 'conditioning' factors. These are then examined in detail against three case study projects. The study conclusions show that attitudinal factors remain a challenge, especially within institutional type high-tech projects, and launch conditioning shows mixed levels of application. Through the nine factors, this paper offers newly consolidated insights for high-tech project start-ups. It presents the case for co-application of contingency funding and 'proto' task forces in response to unknown risks, and advocates the establishment of more formal information 'traffic' management through an empowered centralised project information office.