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Abstract
Large technological projects (LTPs) are increasing in frequency, often characterizing the building up of less-industralized countries. Work in LTPs involves temporary organizations and rapid changes in the scale of work or expenditure, leading to stress both for the organization and people therein. This holds both for “overall” projects and for “phase” projects, whatever the way in which the term is put to use. Case histories and comparable observational materials are gradually accumulating on overall LTPs and on phase parts of them. Information from such sources is presented to show the difficulties of such work, arising from size, complexity, uncertainty, and time constraints, and to bring to the attention of those concerned the ways in which practitioners have attempted to eliminate or reduce their problems. In this the information from very LTPs seems to be of particular importance. It is clear that project management has attained higher skills (as indicated by reports) in some phases relative to others. The key points are drawn together for general use and a model suggested.