Abstract
Mega-projects are crucial as they strive to provide infrastructural development and support growth and sustainability of a country's economy. Scheduling is an integral part of mega-projects, and special attention needs to be given to the planning of this activity. It is important that an experienced person in the project team be responsible for scheduling activities for the mega-project. In 2020, COVID-19 appeared and had devastating consequences on the world and all sectors of society including business, industry, and the economy. Mega-projects were also affected by COVID-19, a deadly pandemic that has caused a loss of millions of lives worldwide. The scheduling of mega-projects during lock-down proved problematic, causing major delays, backlogs, and additional cost and rescheduling of activities in the project. Disasters are also another factor that can hinder project performance. This chapter will unpack scheduling in mega-projects and how it is affected by COVID-19 and other disasters.
TopBackground
This chapter explores the effects of COVID - 19, natural disasters and terrorism in scheduling activities. In the study background it is important is explore what is mega - projects and what are typical mega-projects.
Mega-Projects
Many theorists writing in the area of mega-projects outlined different views and perceptions of what to their understanding are mega - projects. Mega - projects do not exist in isolation but they are closely integrated and aligned to socio - economic requirements. Mega - projects, as described by Flyvberg (2009), are initiatives that produce expensively large physical infrastructure, and are constantly under the watchful eye of the public. Brockmann (2009) define mega-projects as unique construction projects known for their complexity, vast size, expensive cost, and long time frame compared to conventional construction projects. The size and complexity are reflected by a price tag that exceeds one billion dollar and by a time frame that may exceed the five year limit. Biesenthal et al. (2018) is of the opinion that Mega - projects demand enormous amount of human, financial and technological resources. Locatelli et al. (2014) categorise mega - projects as having “extreme complexity in both technical and human terms and by far having a long record of poor delivery”. Ruuska et al. (2009) define mega-projects as significant undertakings which are characterized by multi - organizations, seeking success on different objectives; subject to socio - political impacts. Oliomogbe & Smith (2012) appear to support the monetary description of mega - projects, and their estimate in that mega - projects usually have a value of greater GBP150m (British). Capka (2004) describe mega-projects as expensive projects that require the management of numerous, concurrent, and complex activities while maintaining tough schedules and tight budgets. Biesenthal et al. (2018) identify seven more characteristics that make mega-projects different form complex or large projects: reach; duration; risks and uncertainties; widely disparate actors; arenas of controversy; legal and regulatory issues. They suggest that what differentiates mega-projects is their reach and the broad impact they have on society and the environment.
Since this chapter is on scheduling issues. It is important to note that there can be many reasons why a mega - project may not come to completion or be delayed. Merrow (2011) succinctly identify and classify common problem areas in mega-projects, albeit that they are for large industrial projects. That said, the commonalities and propositions put forward prove useful, in developing a picture of issues, which are at the heart of mega-projects in general. These include:
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Greed and how this manifest in mega-projects.
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Schedule pressures—cutting corners, opportunism.
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The need to develop a business case early in the life of the mega-project.
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The need for stronger planning at the initial phases, costs to be realistically incurred
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Cost reductions without respecting the scope definition
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Rethinking the contractors obligations - issues of transferring risks to contractors
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Continuity issues - project managers changing lack of continuity (Merrow, 2011)
Key Terms in this Chapter
Terrorism: It is when a person or a group claiming to be a part of an organization use unlawful tactics, force, threats and violence against another society, state, or groups of civilians.
War: War is a brutal armed conflict against a government, state, or society.
COVID-19: It is a deadly infectious disease caused by the coronavirus. It has led to the biggest world pandemic known to man in this century.
Skills: Refers to staff on mega-projects having the necessary expertise to do their task well. There are soft skills and hard skills. It is important especially in project leadership to have both.
Scheduling: Refers to a vital function in project management. Some activities include planning and developing schedules, allocating resources and times, making sure delays are managed, prevented and controlled. Make sure milestones are met.
Mega-Projects: Refers to expensive, complex, large-scale projects that run into billions. Diverse public and private stakeholder involvement is prevalent.
Infrastructure: Refers to roads, power-supply, harbours to name but a few that sustains the economic viability and growth of a country.
Training: It is about skilling project management staff with the right knowledge, attitudes, and expertise to do their job in an efficient and cost-effective manner.