Search

Megaprojects are historically associated with poor delivery, both in terms of schedule and cost performance. Empirical research is required to determine which characteristics of megaprojects affect schedule and cost performance. Capital-intensive power plants can be understood as megaprojects and time delays and cost escalation during the construction phase can undermine their overall economic viability. This paper presents a systematic, empirically based methodology that employs the Fisher Exact test to identify the characteristics of power plant megaprojects (PPMs) that correlate with schedule and cost performance. We present the results of applying this methodology to a dataset of 12 PPMs using nuclear, coal, and renewable resources as case studies. The results highlight the importance of modular technologies, project governance, and external stakeholder involvement. Key findings both support and contradict the literature. The paper provides two major original contributions. First, we present and apply a systematic, empirical and statistical approach to understanding PPMs planning and construction. Second, we show how this approach can be used to inform public policy and project management with regard to PPMs. [ABSTRACT FROM AUTHOR]

Infrastructure megaprojects are historically associated with poor delivery, both in terms of cost and schedule performance. Large Transport Infrastructure Projects (TIPs) are amongst the most controversial and are often delivered late, over budget, and providing less benefit than expected. While there is a growing theoretical body of literature addressing TIPs, empirical research is still required to determine which TIPs characteristics affect TIPs schedule & cost performance. This paper addresses this issue, applying an empirically-based methodology to a dataset of 30 European TIPs. The results highlight the importance of financial support from the government and the strong influence of both external and internal stakeholders, mainly in relation to their early engagement and to their nationality. Technological characteristics and the presence of Special Purpose Entities are also correlated with the TIPs performance. These key findings both support and contradict the literature, and are relevant for both policy makers and project managers during the decision-making process, planning and delivery of TIPs. [ABSTRACT FROM AUTHOR]