ABSTRACT

The development of the mega project in the 1960s and 1970s represented a quantum leap in complexity from the sheltered projects of earlier years. Funds to build a mega project usually exceed the financial reserves of the owner. Bank financing is one source of capital. The economics for capital-intensive projects tend to improve as projects get larger. Mega projects have a high visibility in the region or country involved. Infrastructures is usually provided by the owner outside the scope of the engineer-contractor and engineering, and cost/schedule control then divide the work into the same identifiable areas. There is great advantage to the owner and the project by having total responsibility under one organization and a single individual, the project manager. Fluor, in order to use indigenous construction labor, provided the key supervision within a single organization to manpower level the workforce and to suit the flow of engineering and materials to the jobsite.