ABSTRACT
Earlier research sponsored by the Major Projects Association concluded that major projects are those which are particularly demanding either because of their size, complexity, schedule urgency or demand on existing resources or know-how. The term ‘major’ is relative. For example, a project may involve complex technology while not having high monetary demands. Alternatively, the technology demands may be low but due to schedule urgency and its relation to strategic drivers, it may be a major project in this sense. Inevitably however, major engineering infrastructure projects involve significant investment commitments, involve several organisations with complex relations, require challenging engineering/technological decisions and are often driven by schedule constraints. Moreover, the process of taking an infrastructure project from initial investment decision through to completion and into use is complex, generally bespoke, and fraught.
