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

the material are 1. Going with the Flow: Agile Development at Dell Denis Dennehy, Kieran Conboy, Janis L. Gogan Article Collection 2. Better Project Management Antonio Nieto Rodriguez, Amy C. Edmondson, Ranjay Gulati, Bent Flyvbjerg

Using the following:

Your team has been assigned to build a house for your sponsor Smith Thomas. The budget for the house is $200,000, and the house must be completed in 6 months.

1. Describe your life cycle approach used to manage your project and why?
2. Describe at least five key stakeholders and your communication strategy
3. Describe how you will track scope and scope changes