Do you have what it takes to lead a megaproject?

Megaprojects, writes Bent Flyvbjerg, a leading expert on the topic, “are large-scale, complex ventures that typically cost more than [$1bn (£778.6m)], take many years to build, involve multiple public and private stakeholders, are transformational, and impact millions of people”.

He also points out that 90% of them have cost overruns, and that greater-than-50% cost overruns are “not uncommon”.

And yet, right now, megaprojects are under way all over the world as countries and cities prepare for the future.

They’re clearly here to stay, so how can we get better at them?

From the moment a megaproject is conceived to the confetti of the final handover, leadership is arguably the single most crucial variable determining its success.

But what does good leadership in megaprojects look like?

To find out, 21CC assembled a panel of major-programme veterans to ask them about the behaviours, habits, attitudes and traits one needs to do it successfully.

Sharing their insights and experience will be:

• Jake Mumm, who leads Bechtel’s global public infrastructure division, and whose projects include the new metro system for Riyadh, Saudi Arabia

• Davendra Dabasia, CEO of Mace Consult, currently helping deliver Toronto’s multibillion-dollar subway extension megaproject

• Ambrose McGuire, Aecom’s Europe programme management lead, who has been programme director of the joint venture delivering the twin-tunnel Lower Thames Crossing in London, UK

Tune in next Wednesday (21 August) for what is certain to be an interesting and inspiring session.

• Find more 21CC podcasts here

This article was originally published by Global Construction Review.