Qinghua (Daniel) He

Paper and Presentation: Challenges and Solutions in Megaproject Management in Built Infrastructure: The Case of Hong Kong – Zhuhai – Macao Bridge

Abstract: Although the science and practice of project management evolved extraordinarily in the past decades, it is still recognized that there remain fundamental deficiencies in complete understanding of the successful means and methods of delivery of infrastructure megaprojects. The theory and practice of megaproject delivery are at a “tension point;” they are expected to produce new guiding theories to deal with these complex phenomena: How to properly address the diverse aspects of megaproject management? How to tackle risks and uncertainties in different phases of such projects? How to compile the body of knowledge needed to administer the exceedingly complex systems influencing megaproject performance and ultimate success?

Megaproject best practices are the driving force for the advancement of megaproject management theory. The Hong Kong-Zhuhai-Macao Bridge (HZMB) spans over 56 kilometers, exemplifying the world’s longest sea-crossing bridge, costing in excess of US$ 17 billion. To make matters even more complicated, HZMB spans two political systems, three currencies, three technical standards, three independent customs zones, and three different government jurisdictions. The project has been hailed by the International Tunnel Association as “the most challenging cross-sea project in the world, and the most complicated project ever.”

This presentation aims at exploring key megaproject management issues for HZMB. It will discuss, among others, the implemented project investment and financing strategy, as well as organizational and decision-making governance mechanism. The presentation will also explain the characteristics of life-cycle integrated management of design, construction and operation, lean and smart project delivery method, and the cultivation of collaborative win-win project culture. The talk will conclude by presenting future trends in, and directions of, infrastructure megaproject management. It is hoped to inspire both industry and academia to explore and reflect upon the most interesting and challenging field of megaproject management.

PMI Talent Triangle: Strategic and Business Management

Biography: Dr. He has devoted his professional career of the field of construction project management in which he has been active for more than twenty years. His current research focuses on complex project management, large infrastructure life-cycle management and lean project delivery. As a Professor and Research Dean at a top-ranking Project Management academic institution in China, Dr. He has generated and completed more than thirty major research projects funded by the Natural Science Foundation of China, Ministry of Science and Technology of China, Ministry of Housing and Urban-Rural Development of China, local government agencies, professional associations and industrial enterprises. Dr. He has published approx. one hundred papers in top peer-reviewed project management journals such as ASCE Journal of Management in Engineering, ASCE Journal of Construction Engineering and Management, and International Journal of Project Management. Dr. He has nurtured and inspired hundreds of students and young investigators in project management, and published 12 Chinese textbooks and monographs including “Project Management,” “Construction Project Management,” “Collaboration Management and Organizational Integration of Large and Complex Engineering Programs,” “Corporate Citizenship and Organizational Behavior in Mega-Projects,” and others.

As the co-founder and president of Shanghai K&Z Construction Project Management, Inc., one of the most influential construction project management consulting firms in China, Dr. He leads a team of over 500 professionals providing sophisticated, resilient and innovative project consulting services. His team has brought in transformative value to a series of large-scale, complex projects in China, including the Construction Program of Expo Shanghai (US$ 4.1 billion), Shanghai Disney Resort Park (US$ 5.2 billion), Beijing New International Airport (US$ 11.4 billion), and HongKong-Zhuhai-Macao Bridge (US$ 17 billion). Prof. He’s unique experience in managing mega-projects has become a foundation of his academic research, generating enormous creativity and productivity in the project management practice of complex projects and programs.