Mega-projects: Dealing with Pitfalls

Abstract

This paper is about the many pitfalls in the decision-making process on mega-projects, and how to deal with them. I present first a summary of the pitfalls, derived from hands-on experience and recent publications on large-scale projects in transport infrastructure. Then I explain how experts and the author of this contribution think these pitfalls should be tackled. Finally, I formulate some conclusions and recommendations. The basic idea behind the recommendations is that the decision-making process on mega-projects could be defined as a learning process, in which many stakeholders are involved. As early as possible alternatives have to be considered and options have to be maintained to guarantee flexibility, which enables the initiators to cope with changing markets, a changing political landscape, new technologies and new insights. Although not an exhaustive picture of all potential pitfalls and remedies is presented, I expect that the presentation adds to the knowledge on mega-projects and will assist an adaptive decision-making processes.

Acknowledgements

The author is grateful for the comments and suggestions by two anonymous referees. The usual disclaimer applies. A first version of this paper was presented at the international research conference “Governance of Major Investment Projects”, Trondheim (Norway), 25–26 September 2008.