Performance on megaprojects is dismal. Megaprojects are complex, but people use constructs inappropriate in complex situations for their management, particularly contractual arrangements based on principal–agent governance and conventional project management, which is good at solving puzzles, but not at enlightening mysteries. I review current thinking. Principal–steward contracting is a liberal governance structure required in complex situations. Conventional project management emphasizes control at the expense of innovation. In cases of high uncertainty, innovation is required as unexpected events occur. Scenario planning is offered as a way of approaching the management of complex megaprojects, to construct narratives, and to identify alternative outcomes.
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