ABSTRACT

This chapter consolidates all the organisational-management and project-leadership learnings into a complete summary of how to increase the likelihood of a successful project, or portfolio of projects. It utilizes risk-management principles and practices to determine what makes a project successful, utilizing lessons learned from a portfolio of major projects, be it Design & Construct, Engineer, Procure & Construct, or Collaborative contracting form of project delivery. The chapter provides a unique perspective on engineering management risks from involvement in many major projects, joint ventures and collaborative contracts with Owners and contractors. It focuses on the people and culture perspectives with reference to the management systems and processes. The chapter considers one of the key risks faced by delivery teams; design growth arising from a preliminary tender design. This means growth of the tendered quantities from a preliminary tender design to the actual constructed design.