Delivering Major Infrastructure Projects with Predictable Success

Introduction

Today’s economic austerity has raised the bar for infrastructure justification as city and national leaders face difficult resource allocation decisions. Never has this issue been more relevant or urgent. But increasingly the success of these megaprojects is being questioned, with empirical research revealing a wide-scale problem. Some commentators have sought to explain why this happens and what is required to remedy the identified failings.

New research reveals new insights into the nature and cause of problems, and develops a practical Agenda for Change that is considered appropriate to the problems identified. The purpose of the paper is to describe these results. This requires a change in approach for central government bureaucrats and authority sponsors, together with major change to the practices of planning and project management. Its implementation will depend upon most stakeholders doing things differently and better. Its consequence will be different projects developed in different ways that – crucially – deliver predictable success. Then support for metro development where it is appropriate can grow with the expectation that it will secure its promised strategic benefits without unwelcome surprises. To this extent this paper may be seen as fundamental to sound planning, and therefore to supporting the efficacy of public sector decision-making.