Megaproject management: the nightmare is over! Learning lessons from the UK par Andrew DAVIES

Andrew Davies est professeur de management à l'University College London, où il occupe la chaire de management des projets. Il est aussi professeur invité à l'Université de Rome et à la  Norwegian Business School d'Oslo. Auparavant, il a notamment été senior researcher au SPRU et a dirigé les recherches sur les grands projets d'infrastructure à l'Imperial College Business School. Ses recherches portent sur le management des grands projets et plus spécifiquement sur les processus d'innovation dans ces contextes particulièrement complexes et risqués. Il a publié de nombreux articles et ouvrages sur le thème, dont "The Business of Projects : Managing Innovation in Complex Products and Systems", Cambridge University Press (2005), et est co auteur avec Michael Hobday, de " The Business of Systems Integration", Oxford University Press (2003, 2005).

Présentation de la conférence:

Large engineering, construction and infrastructure projects – such as airports, offshore oil and gas platforms or high-speed railway systems – are highly uncertain and notoriously difficult to manage. The biggest and most challenging type of infrastructure projects, with a total capital cost of $1 billion or more, have been designated megaprojects. Size matters because it is when they approach a billion dollars in value that performance begins to decline sharply, and projects become increasingly fragile. Cost overruns, time slippages and poor operational outcomes are common. Data on the performance of 300 global megaprojects, for example, found that 65 per cent with budgets larger than $1 billion in 2010 failed to meet their time or cost objectives.

This presentation examines how organizations responsible for three UK megaprojects – Heathrow Terminal 5, London 2012 Olympics and Crossrail – have made significant efforts to create a more innovative and flexible delivery model. This new approach recognizes that over the life of a megaproject, new and unexpected options for delivering it will emerge, including opportunities to take advantage of innovative new practices, processes and efficiencies made possible by new technology. Drawing upon the strategy literature, we argue that clients can develop the “dynamic capabilities” required to adapt plans, modify routines and innovate when new opportunities arise or conditions change rapidly and unexpectedly. Our research conducted between 2005 and 2015 identified the dynamic capabilities or simple rules to create a new innovative and flexible project delivery model.

Informations importantes:

Mercredi 4 novembre 2015, 18h15 – 19h30
Amphithéâtre Becquerel, Ecole polytechnique

Nous contacter

La conférence sera suivie d’un cocktail devant l’amphi Becquerel à partir de 19h30.