Read the case study below and answer the questions that follow.

THE ART OF PROJECT LEADERSHIP

Extraordinary projects have been executed through millennia. Think of the scope of project

management required to build the Pyramids of Giza, the Great Wall of China, and the cathedrals of

Europe; or more recently, the development of the world$$s transport, energy, space, military, and

science infrastructure. Today, the prize for executing large projects successfully is significant. With

ever$-$increasing size and ambitions, the modern large construction project not only has a lasting

impact on the organisation, but can also impact wider industry dynamics, the regulatory landscape

and even geopolitical relations. However, execution of large projects has historically proved difficult.

On average, projects with budgets above US $$1$ billion, commonly referred to as $$megaprojects$$ in

the industry, are delivered one year behind schedule, and run $30$ percent over budget. If this trend

continues, US $$5$ trillion in value will be destroyed in the projects currently announced around the

world. For the sake of economic prosperity and lost opportunity alone, this must change.

Most of the research into root causes of failure in large capital projects has concentrated on flaws in

project management processes, standards, systems, tools, and technical mastery$$the body of

knowledge that we call the $$science$$ of project management. These topics are important. This case

insert does not seek to question, challenge, or expand the existing knowledge around the science of

large project execution. Rather we aim to supplement current practice with a focus on $$soft$$

organisational and leadership elements of project delivery, which we call the $$art of project

leadership$.$ We believe that it is this art that presents the critical missing element, mastery of which

increases the probability that a large capital project meets its objectives and purpose. As the size of

capital projects rises, these multibillion$-$dollar investments combine unparalleled complexity of

strategy, design, financing, procurement and, ultimately, project execution. We have chosen to focus

this report on a new subclass of capital megaprojects, which we refer to as $$ultra$-$large projects$$the

largest and most complex of capital projects, with budgets exceeding US $$5$ billion, and timeframes

exceeding five years. These characteristics bring unique complexities associated with the scale of

the project: multiple complex interfaces with stakeholders such as local communities and

government bodies, new regulatory and environmental requirements, and often unique technological

challenges.

When we refer to $$ultra$-$large projects$$ we choose our language deliberately$$we assert that an

$$ultra$-$large project$$ is as different from a megaproject as an ultramarathon is from a marathon. A

marathon is a substantial challenge$$yet many thousands prepare for one by covering the full

$1$

distance in training and complete one each year. An ultramarathon is exponentially harder, and one

can never train for the full distance. Similarly, an ultra large project represents an exponentially

tougher challenge than a typical ~ US $$1$ billion megaproject and is the preserve of the few.

Moreover, most researchers have supported the hypothesis that the art of project leadership gains

importance with increasing project size and complexity. Given the scale, extended timeframes,

number of parties involved and interfaces to manage, successful delivery of an ultra$-$large project

requires an equal mastery of both the science and the art. Practitioners consistently emphasise the

order of magnitude increase in difficulty of managing projects of ultra size, and the importance of the

topics under the art umbrella$$significantly more so than in smaller US $$1$ billion sized$1\mathrm{.}1$ As highlighted in the case study, $$Today$,$ the prize for executing large projects successfully is

significant$.$ Do you agree with this statement? Provide relevant evidence to substantiate your

response in the context of the case. $(20)$

$1\mathrm{.}2$ Considering the case study, organisations have recognized that the focus on soft

organisational and leadership elements of project delivery referred to as the art of project

leadership can make or break a project. Given the significance of project leaders, examine

the qualities that project leaders should have to ensure successful project outcomes. Make

use of relevant examples.