First Step: You would need to clearly identify the gaps, issues, problems and challenges from any ONE of the Mega and Complex Projects listed below, then critically appraise, assess and evaluate their relevance, contribution and the likelihood of this Mega and Complex Project success

• Hinkley Point C, UK
• Caculo Cabaca Dam - Angola
• Doha Metro, Qatar
• The Mambila Hydroelectric Power, Nigeria
• Songdo International Business District, South Korea
• Grand Ethiopian Dam Ethiopia
• Akon City - Senegal
• Chenab Bridge, Worlds highest Rail Bridge, India
• Lusail, Qatar
• Forest City, Malaysia
• Sound Transit 3, USA
• Alta Velocidad Espanola (AVE), Spain
• NEOM, Saudi Arabia
• Bagamoyo Port - Tanzania
• New Capital of Egypt
• Germany Unity Transportation Projects, Germany
• Dangote Oil Refinery - Nigeria
• High-Speed Railway, California
• Silk City, Kuwait
• Konza Technology City - Kenya
• Chuo Shinkansen, Japan
• Gulf Railway, Persian Gulf Countries
• Ghanas National Railway Network
• Urban Renewal Project, Turkey
• TEN-T Network, Europe
• King Abdullah Economic City, Saudi Arabia
• The Grand Igna Dam DR Congo
• Beijing Airport, China
• Bhadla Solar Park, India
• Suburban Rail, Australia
• Hyperloop Project in India
• GMR (Great Man-Made River Project), Libya
• Delhi-Mumbai Industrial Corridor Project, India
• Jubail II, Saudi Arabia
• Gaganyaan, Spacecraft, India
• International Space Station, Space
• South-North Water Transfer Project, China
• London Crossrail Project, UK
• Al Maktoum International Airport, Dubai

Second Step: You then critically reflect on the following mega and complex project elements below:

Select ANY 5 MEGA AND COMPLEX PROJECT PRINCIPLES FROM THE LIST BELOW. You can also include other relevant elements from your own background research about the choice of Mega and Complex Project that you have identified from the list above:

• Project Management and Programme Management in Mega and Complex Projects/Programmes

• Level of Complexities around this Mega Project
• Gaps Analysis - Potential Issues, Problems and Challenges
• Project Management opportunities in this Mega Project
• Programme Management opportunities in this Mega Project

• Complex Business, Organisational and Commercial Environment

• Macro, Meso & Micro in-depth appraisal & evaluation
• Organisational Complexities
• Structural Complexities
• Institutional Level Relationship Complexities
• Commercial (Financial and Contractual) Complexities
• Legalities Complexities
• Putting it together
• Project Management & Programme Management effective execution Complexities

• Multiple Stakeholders priorities and complexities dealing with Government and Private Entities

• Stakeholders Management Problems, Challenges and Issues in this Mega Project
• Priorities assessment when dealing with different level of complexities
• Priorities level vs Complexities level, High Priority High Complexity, Low Priority Low Complexity, middle ground, etc.

• Optimum Bias

• Culture of over-commit, over-promise, over-priced & under-deliver why this continues to be a persistent problem/potential problem in this Mega Project
• Over/Under Estimate, Over/Under Bid, etc.
• Potentially short-changed by private entities or other internal and external stakeholders, how to address and mitigate this? Power, Influence or any other potential socio-political or geo-political factors? Any other potential Customers/Buyers?
• Procurement method (procurement frauds?)

• Strategic Misrepresentation of the inherent benefit and value of this Mega Project

• Miscalculated risk and value of the Mega Project
• Unclear/Vague/Over-Stated benefit and value of the Mega Project
• Further Gaps Analysis
• Effective benefit and value transition to the relevant stakeholders of this Mega Project
• Over explaining, over illumination

5. Complexities in Phase-by-Phase Management Whole Life Cycle Approach

• Programme Management Life Cycle for the Mega Project
• Phase by phase, Stage by Stage, Activities by Activities Identification
• You could populate this content using visuals of the Project Life Cycle & Programme Life Cycle up to the benefit and value realisation

5. Supply Chain Management (Strategic Procurement and Strategic Purchasing)

• Sketch the Supply Chain Diagram for this Mega Project
• Identify whom are the potential upstream, mid-stream and downstream stakeholders and partners
• Identify and critically appraise/evaluate whom are the routine, leverage, bottle-neck and strategic service providers (service providers refer to any government or private entities such as suppliers, contractors, sub-contractors, bottleneck and routine)

• • Strategic Risk Management
• Identify & Critically reflect on potential Strategic Risk of this Mega Project
• E.g., Wide range of Geo-Political Issues, Covid 19 (During and Post), Not possible to secure long term purchase agreement, local content challenges, local community potentially disadvantaged through this Project, cross-border, high CAPEX & OPEX, local content inclusivity, construction, engineering and technical complexities and challenges, technical and commercial capability and the ability to coordinate and stream line the work flows, technical, commercial, strategic and operations readiness level

5. Governance
   • Transparency & Accountability
   • Lack of control mechanism
   • Effective control and monitoring systems

• • Procurement, Contracts Management, Contracts Administration
    • Procurement Biasness and Fraud
    • Complicated Bidding Schedule to Project Delivery
    • Challenged and uncoordinated Contract Centres and Cost Centres
    • Procurements real Value for Monies
    • Gaps between CAPEX and OPEX Purchasing (Strategic vs Operational)
    • Centralised vs decentralised Procurement

• • Cost/Time Control Practices
    • Cost and time efficient mechanisms
    • Capital Control and Capital Efficiency opportunities in this Mega Project

• • Change Management
• How change management would be effectively managed in this Mega Project?

• • Lessons Learnt and Lessons yet to be Learnt what will go wrong and right in this Mega Project, experience and usability from other similar mega and complex project e.g., As discussed during our lectures and seminars applying any of these Mega and Complex Project principles

5. Gaps Analysis Missing Links

5. Benefits and Value Management (VfM Value for Monies) Effective Control, Monitoring, Transition & Measurement, how to deliver value from the proposed Mega and Complex Project

5. Sustainability Deliver more with Less, Value for Monies, Sustainable PM & PgM for this Mega and Complex Project

5. Project and Programme Management Methodology and Methods Any strategic and new way of managing the proposed Mega and Complex Projec