Large projects in the hard core engineering sector differ from those in software engineering fields. Large software projects need a large team of developers and require several million lines of codes. In large engineering projects, the complexity in terms of the technology used and resources consumed, along with the execution duration, are indicative of the scope.
The challenges in managing large projects in the software industry are entirely different from those in large engineering project management, though both share aspects of organizational and people management.
Large engineering projects (LEPs) mainly pose manageability problems. To the outsider, this results in delays and cost overruns. There are four significant areas in the management of large and complex engineering projects.
Managers and engineers involved in complex infrastructure projects often fail to include sufficient buffers for uncertainties. This means there is little room for deviation and consequently the project performs inadequately not only in technical terms, but managerially too.
Information Inadequacy Induced by Overload
Ambiguous Risk Perception
Responsive HR Program
This Leads To:
a. Lack of clarity in clear policy framework needed for a complex project people management;
b. Ineffective and de-motivating performance evaluation yardsticks; and
c. Lack of pro-active support for project personnel, leading to unresolved confl icts among them, culminating in poor project performance.
We can overcome these challenges through:
2. Information Adequacy
3. Risk Perception & interpretation
Acceptance of risk liability by stake holders requires financial participation in the project. Financial participation requires a way to earn back investment. This means that all the stake holders should have an interest in the profitability of the project. This is a major drawback in complex LEPs. Stake holders need to be made partners in the project for a specified period within which they derive incentives for their efforts in bringing the project to fruition as per the project plan.
4. Responsive HR Program
In summary, all large engineering projects pose management challenges. A conscious, focused effort right at the beginning of the project is needed for its successful completion.
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