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AIRC-DAU Quarterly Research Forum - Megaproject Lessons Learned

@ 12:00 pm EDT
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    Phone conference ID: 339 378 35#

    Megaproject success is strongly linked to successful management of project uncertainties. Management of project uncertainties fundamentally differs from the management of project risk. In particular, projects often are based on assumptions that have uncertainty, leading them to overly optimistic planning. Classical project management has a long tradition of managing project risks but the concept of uncertainty, particularly in large complex projects, has not been sufficiently addressed in project management literature or practice. Most often, project uncertainties and their simplifying assumptions are not differentiated from project risks. They should be addressed with inherently different leadership and management approaches.

    The previous DAU Future of Megaproject Management webinars introduced the concept of a “Project Uncertainty Framework” and evaluated that framework based on two historical case studies. Additional case studies and work with an existing defense project that is at its Milestone B decision phase supported the definition of a set of best practices for management of uncertainty in megaprojects. This third DAU webinar will present these best practices with evidence from historical case studies and ongoing megaprojects.

    Speakers
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    Tom McDermott

    Mr. Tom McDermott

    CTO, SERC

    Tom McDermott is a leader, educator, and innovator in multiple technology fields. He currently serves as Chief Technology Officer (CTO) of the Systems Engineering Research Center (SERC) at Stevens Institute of Technology in Hoboken, NJ, as well as a consultant specializing in strategic planning for uncertain environments. He studies systems engineering, systems thinking, organizational dynamics, and the nature of complex human socio-technical systems. He teaches system architecture concepts, systems thinking and decision making, and the composite skills required at the intersection of leadership and engineering. He has over 30 years of background and experience in technical and management disciplines, including over 15 years at the Georgia Institute of Technology and 18 years with Lockheed Martin.


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