Research Reports

The Future of Megaproject Management

PUBLIC RELEASE
November 2024

COMPLETED
September 2024

AUTHORS: Mr. Tom McDermott, Dr. Zhongyuan (Annie) Yu, Dr. Amro Farid, Dr. Dennis Folds, Dr. Nicole Hutchison, Ms. Molly Nadolski, Mr. Gordon Kranz, Ms. Megan Clifford
STEVENS INSTITUTE OF TECHNOLOGY

Defense acquisition key leaders and practitioners (e.g., project managers, systems engineers, financial officers, contracting officers, and logisticians) are expected to manage large-scale megaprojects (measured by size, complexity, quantity, and scale) to acquire defense infrastructures or warfighting capabilities.

According to the Oxford Handbook of Megaproject Management (Flyvbjerg & Gardner, 2014), megaprojects are “large-scale, complex ventures that typically cost $1 billion or more, take many years to develop and build, involve multiple public and private stakeholders, are transformational, and impact millions of people” (Flyvbjerg, 2017).

Megaprojects are also often mega-systems that operate with dimensions of operational uncertainty, behavioral complexity, pluralistic decision-making, and volatility of the external environment (Stevens, 2010). Furthermore, megaprojects often combine uncertainty with the difficulties of long-time horizons and nonstandard technologies (Lenfle & Loch, 2017).

The Department of Defense (DoD) has long been a sponsor of megaprojects and continues to transition from more standalone platform-centric systems to mega-systems. Megaproject failures and successes from commercial programs offer lessons learned for improving the performance of Major Defense Acquisition Programs (MDAPs), which are often megaprojects and also may be useful for smaller, less complex acquisitions.

The research team pursued multiple threads of research. This report includes the research objectives, continues with a summary of the literature review, and then presents several standalone sections on the technologies, methods and tools critical to managing the future of megaprojects. These are the key findings and recommendations encountered in this research for improving the management of, and ideally success of, DoD megaprojects.