Controlling superprojects – information management requirements

Abstract

Purpose This paper aims to explore the problems of managing superprojects and identifies how a different approach to controlling them can reduce the incidence of cost and time overruns and benefit shortfalls. Design/methodology/approach Literature review accompanied by conceptual analysis. Findings Project cost and timing overruns and benefit shortfalls are very frequent in superprojects. These problems can be ascribed partly to the way in which they are planned is not taken into account in designing and implementing control systems, particularly the governance processes and the information they have available. Practical implications This paper has serious implications for those designing control processes, governance and information management for superprojects. It suggests that if a new approach is taken, fewer superprojects will suffer from cost overruns and benefit shortfalls because remedial actions will be taken earlier for projects, which are experiencing problems, while learning will be fed back to those planning new projects. Social implications There will be saving of public money and reduced deferment of benefits that normally result from failed or delayed projects and reduced allocation of large incremental budgets dedicated to resolving problems. Originality/value The taxonomy of different types of superprojects is original, as is the idea of ambidextrous control, and the diagnosis of failure reasons lying in the nature of control and governance processes, and the lack of relevant information available during the control process.

Project control system (PCS) implementation in engineering and construction projects: an empirical study in Saudi’s petroleum and chemical industry

“…An effective PCS has been shown to have a direct link to achieving project objectives and to reducing the reasons for project failure (Benjaoran, 2009;Ford et al, 2007;Maqsoom et al, 2020;Parnell et al, 2020). Although many studies emphasis that implementing effective PCS is significant to project success (Al-Hajj, 2018;Durdyev, 2020;Sudhakar, 2016;Taherdoost, 2016), very few identify the elements of PCS that are most critical to improve project outcomes (Jawad and Ledwith, 2021).…”

Information flows – Or does it? The complexity of enterprise information management

“…In this paper I have presented the complexity of information management in a single enterprise. When there are multiple companies working on mega-projects such as the HS2 rail link in the UK then effective information management is even more vital and more challenging (Parnell et al, 2020). Many countries are now assessing the benefits of investing in infrastructure projects to provide a route to economic growth in the aftermath of the Covid19 pandemic.…”