Mega‐projects as displacements

Gellert, Paul K.; Lynch, Barbara

doi:10.1111/1468-2451.5501009_1

Cited by 31 publications

(43 citation statements)

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“…While the Astoria Bridge does fall well into Gellert and Lynch's (2003) description of a megaproject, two things set it apart from the majority of projects Flyvbjerg (2014) analyzed -the first is its budget, which only ran in the millions, and the second, perhaps more notable distinction, is that it was constructed on budget, on schedule and with unexpected benefits. The latter is one of the reasons we chose this particular project -as Flyvbjerg (2014) laments such successful projects are few and far between -and they therefore need to be studied carefully as especially revealing cases for any useful lessons.…”

Section: Methodsmentioning

confidence: 99%

“…Megaprojects seem to continuously grow in scale and frequency globally, and therefore it is especially important to understand issues that accompany these constructions (Flyvbjerg, 2014;Gellert & Lynch, 2003;Winch, forthcoming, 2017). The phenomenon of megaprojects has gained tremendous interest within the project management literature the later years, and a vast number of publications have come to live (e.g.…”

Section: Why Study Value Creation In Megaprojects?mentioning

confidence: 99%

“…Warrack (1993), for example, looks at megaprojects' landmark roles in society, while Flyvbjerg (2014) goes beyond scale and impact, placing a watershed price tag, as he considers megaprojects to be the ones that cost over a billion USD. However, for the purposes of this paper, we will use the definition placed forth by Gellert and Lynch (2003): "[Megaprojects are] projects which transform landscapes rapidly, 10 intentionally, and profoundly in very visible ways, and require coordinated applications of capital and state power" (pp. 15 -16).…”

Section: The Concept 'Megaproject'mentioning

confidence: 99%

“…15 -16). Gellert and Lynch (2003) propose four types of megaprojects, i.e. infrastructure, including ports and water and sewer systems; extraction, for minerals or oil; production, including manufacturing; and consumption, namely massive theme parks, tourist sites and real estate (p. 16).…”

Section: The Concept 'Megaproject'mentioning

confidence: 99%

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Increasing project benefits by project opportunity exploitation

Eskerod

Ang

Andersen

2018

IJMPB

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Per definition, megaprojects consume numerous resources and impact numerous people, even across generations. It is therefore important that they bring excessive benefits to their stakeholders and to the society at large. The concept 'Project Opportunity' is of growing interest within project management research. The idea is that exploitation of project opportunities may bring more benefits than stipulated in the initial business case, and even stakeholder benefits that nobody thought of at the project initiation. In this paper, we encourage a new research area for megaprojects, i.e. the phenomenon of project opportunity exploitation as a means to increasing project benefits.The paper is based on a single case study of an infrastructure megaproject, i.e. the construction and operation of a 50+ years old American bridge. To investigate project opportunity exploitation during the project execution and operation, data covering 60+ years was been collected, e.g. historical documents, newspaper articles, interviews, and video-recordings.Some interviewees were involved in the bridge construction -and can draw on an almost lifelong memory of the bridge's significance.The research indicates that (1) Exploiting all opportunities created by the project and increasing project benefits require involvement from many categories of stakeholders; (2) Stakeholders get more involved in exploiting the opportunities created by the project when they 3 are proud of the project; (3) For some of the project-related opportunities, it might take a long time before they can be exploited (and related benefits achieved); and (4) Celebrating achievements of the project stimulate stakeholders to exploit opportunities created by the project and contribute to further benefits of the project. In terms of managerial implications, the findings point to the necessity of continuous communication about the project from the project owner (team), also after the project execution phase, in order to enhance project opportunity exploitation and increased benefits.

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Section: Methodsmentioning

confidence: 99%

Section: Why Study Value Creation In Megaprojects?mentioning

confidence: 99%

Section: The Concept 'Megaproject'mentioning

confidence: 99%

Section: The Concept 'Megaproject'mentioning

confidence: 99%

See 2 more Smart Citations

Increasing project benefits by project opportunity exploitation

Eskerod

Ang

Andersen

2018

IJMPB

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show abstract

“…UMPs promote interests of various property developers, but usually with state mobilization of public funds. Gellert and Lynch (2003) claim that MPs require coordinated flows of international finance capital. The spread of gains for the society is connected with direct government commitment to public benefits (Fainstein 2009).…”

Section: Theoretical Backgroundmentioning

confidence: 99%