By Roger Miller
Because the quantity, complexity, and scope of huge engineering initiatives (LEPs) raise around the globe, the large stakes may well endanger the survival of organizations and threaten the steadiness of nations that technique those tasks unprepared. based on the authors, the "front-end" engineering of institutional preparations and strategic platforms is a much better determinant of an LEP's good fortune than are the extra tangible points of undertaking engineering and management.The publication relies on an overseas learn venture that analyzed sixty LEPs, between them the Boston Harbor cleanup; the 1st part of subway building in Ankara, Turkey; a hydro dam at the Caroni River in Venezuela; and the development of offshore oil structures west of Flor, Norway. The authors use the examine effects to increase an experience-based theoretical framework that would permit managers to appreciate and reply to the complexity and uncertainty inherent in all LEPs. as well as managers and students of large-scale tasks, the ebook should be of curiosity to these learning the connection among associations and approach, hazard administration, and company governance in general.Contributors Bjorn Andersen, Richard Brealey, Ian Cooper, Serghei Floricel, Michel Habib, Brian Hobbs, Donald R. Lessard, Pascale Michaud, Roger Miller, Xavier Olleros.
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Additional resources for The Strategic Management of Large Engineering Projects: Shaping Institutions, Risks, and Governance
All planning was based on this assumption. During the first year of construction, heavy rains showed that the flow of water could reach 70,000 cubic meters per second. From this point, research, design, and construction had to proceed simultaneously, leading to higher costs. Then, during construction, the discovery of large iron-ore reserves required that the dam be redesigned to make shipping possible. Endogenous turbulence arises from breakdowns of partnerships or alliances, or from contractual disagreements.
The sudden inability to borrow internationally (financial risk) triggered the need to form a joint venture with industrial users, which required new regulations to ensure property rights (institutional risk). After many years of negotiations, laws were enacted and the new owners were able to reduce the construction cost substantially by collaborating with contractors. Industrial partners who agreed to purchase power lowered both market and financial risks. Sponsors unbundle risks and view them in multidimensional perspectives, as originating in markets, technology, financing, supply, project management, institutions, social deadlocks, and governments.
If it meets real needs, it might be useful for many years to come, but even so, such usefulness does not guarantee financial success. The original sponsors may still lose equity investments, and banks may never recover loans unless guarantees have been provided. Potential returns can be good, but they are often truncated. Sponsors have full access to the downside but not to the upside. Should returns appear too high, there is a distinct possibility that some of the upside will be taken away. For instance, a sponsor making a return of 15 to 18 percent on equity capital will be asked many questions by government agencies or political authorities.