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

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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

Ins and Outs: Structuring the Scope Portion of a Complex Construction Project Peer Review – Graff

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Abstract: Plans and specifications sufficiently communicate the scope of most construction projects. But what about projects that produce multiple kinds of structures that must tie into existing infrastructure in previously developed or sensitive locations? Reviewers beginning with plans and specifications risk missing the big picture: Attributes of the planned assets, basis of the planning, and the circumstances of the construction. The presentation will present a standardized framework for efficiently reviewing the scope portion of a complex construction project during, for example, a peer review. The framework has three sections and thirty-three subsections. Standardization eases the task faced by projects of assembling complete documentation while simultaneously easing the burden on reviewers by placing content in an ordained order. This flexible framework accommodates all construction projects regardless of maturity level, anticipated cost, location, acquisition strategy, or types of assets the project will construct. With the big picture understood, reviewers can delve into the details through plans and specifications or the work breakdown structure dictionary.

PMI Talent Triangle: Technical Project Management