In conventional business and government megaprojects–such as hydroelectric dams, chemical-processing plants, or big-bang enterprise-resource-planning systems–the standard approach is to build something monolithic and customized. Such projects must be 100% complete before they can deliver benefits: Even when it’s 95% complete, a nuclear reactor is of no use. On the basis of 30 years of research and consulting on megaprojects, the author has found two factors that play a critical role in determining success or failure: replicable modularity in design and speed in iteration. The article examines those factors by looking at well-known megaprojects, both successful ones, and cautionary tales.

Case Study Link

Using your knowledge of stakeholders, stakeholder management, and the Megaproject case studies linked above, answer the following: 

a.  Develop a stakeholder matrix for a mega project

b.  Describe stakeholder issues that could arise when managing a megaproject. 

c.  Identify 2-3 stakeholders and their role within a megaproject.   

APA format 500 words

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