Governing Complex Infrastructure Developments: Learning from Successful Megaprojects

Past literature suggests increasing complexity in projects may be a significant factor in project failure (e.g. Morris & Hough, Miller & Lessard, Flyvbjerg et al, Williams). Megaprojects – defined by Flyvbjerg et al as large infrastructure investments of around $1billion (£500m) or more – are amongst the most complex with many suffering severe cost and time overruns. But not all mega projects fail. This paper compares two successful UK construction megaprojects, Heathrow Terminal 5 and the London 2012 Olympic Park, in terms of their complexity, and how these complexities were managed. Both projects were large and complex and subject to high levels of uncertainty, and both involved the development of unique governance structures and processes. Our analysis reveals common features but also some key differences in the approaches taken which provide lessons for the governance of future infrastructure projects and programmes.