Content area
Abstract
Superprojects have been conceived and implemented during the past two decades to meet the need for massive developments of infra-structure and other industrial capacity around the globe and especially in third world countries. The objective is to improve the quality of life for citizens and to embark on industrial projects for technology transfer. The availability of funds in some of these countries has greatly encouraged the promotion of new challenges. The implementation of superprojects has greatly experienced difficulties and generated enhanced risks and uncertainties, all of which can influence success or failure of the project. The cost of superprojects in these countries can be greatly affected by a number of constraints including those risks and uncertainties associated with project implementation plus shortage of skilled manpower for construction and management and the overall management with respect to methodology, approach and techniques. In this study the author aims to identify risk elements in international superprojects and to examine their particular relevance to the construction process and environment in developing countries dependent on oil production and exportation. Also to identify special risk elements generated by superprojects in these countries that can raise project costs. The lack of sufficient and qualified manpower for project management and the need for human resources development is analysed. Recommendations for training programs are constructed and a manpower development organization required along with construction organization is formulated. Project management of various iternational projects is analysed, and recommendations are made in this thesis for effective project management and maximum client participation. Techniques for risk analysis and project appraisal under uncertainty including cost models and mathematical simulations have been studied for their value as management tools in construction projects. A case study of a real life project has been analysed by modern risk techniques to conclude the profitability of the project and the advantage to use the technique as a management tool. The author concludes that the early identification of risk elements at project start and the management of these risks is an extremely important factor in the control of project cost. The development and utilisation of realistic management structure and procedures is equally important and these must be supported by modern management techniques adapted for the specific project. The author also makes proposals for the training and development of manpower as deficiencies in this area are shown to be the major impediments to the evolution of an efficient construction industry in developing countries short of skilled manpower.