ABSTRACT
The total scope of a mega project is too extensive for most of the project manager to visualize; it must be broken down into manageable parts under the guidance of a project directorate. Organizing a team that can cope with these problems, plus all the other unforeseen problems which will arise during the course of the project, is crucial. A major project will not be a success without an open, two-way communications channel between client and contractor. All contractors have their own estimating standards and cost control systems that they know, and are used to working with. If the project is closely integrated processwise, it may be good to set up the project management group at the center of gravity for the work when construction commences. The group should include the project manager, his deputy or deputies, and the managers of costs and budgets, finance and administration, procurement, subcontracts, planning and scheduling, construction, and engineering.
