Abstract
Without attempting or wishing for an exact permanent definition of the term ‘large project’ this paper is an attempt to extract valid and useful generalizations from my experience, in particular in cases where the success of the project fell below what I regard as acceptable, in the guidance of a number of power plant projects costing typically £80–£100m.
Though the degree of abstraction is considerable it is not expressed in mathematical notation but as an argument covering, and it is hoped linking, the various aspects of engineering complex projects. Such projects are presently characterized by some or all of the following features, not necessarily in order of importance:
Long time span from commitment to completion.
The project may occupy a significant fraction of an engineer's working lifetime, and a period unhappily long when related to the rate of technical evolution and to ‘characteristic times’ for planning purposes.
Capital commitments which are of ‘national’ magnitude.
Lack of coherence in total labour force arising from complexity of organization, large number of organizations participating, often with only partial loyalty to the complete entity of the project.
High cost, in absolute terms, of engineering charges and lack of clear basis for discussion of optimum expenditure in this area.
Complex relationship to existing matrix of usage, the nature of which is unfolded by technical assessment as the project develops, which offers to modify ‘the project itself’ and also the existing matrix.
Arguments are developed which may be used to increase the probability of success, in the type of work under discussion, and which may also be relevant to other forms of engineering work of shorter time span.
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