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Planning for Sustainable Infrastructure Development During Mega-Events
Published in Edward Ochieng, Tarila Zuofa, Sulafa Badi, Routledge Handbook of Planning and Management of Global Strategic Infrastructure Projects, 2020
The legacy considerations in Expo 2020 reflect how far Dubai is planned to extend sustainable benefits well beyond the value of hosting the mega-event as an event. The Expo 2020 is embedded within the total development plan of the city and many mega-projects are under construction. Those mega-projects are scattered over many sectors and include road infrastructure, residential buildings, airports, new communities, metro, and much more. Crossing next to the project site of Expo 2020 was a repetitive experience to see the impact that this project will have. District 2020 is a reflection of how Dubai is attempting to balance sustainability with legacy; in as much as Dubai's leadership wants to build this project in a sustainable way, the legacy considerations are what really drive the current motive of building venues that will remain long after the event. Due to the large number of ambitious construction and infrastructure initiatives, the UAE public and private sectors are continually accumulating experience in planning, marketing, constructing, and delivering projects (Abdalla and Pinnington, 2012; Yehia, 2020).
Case Studies Toolset
Published in Alex Gorod, Leonie Hallo, Vernon Ireland, Indra Gunawan, Evolving Toolbox for Complex Project Management, 2019
What changes in policies or procedures were being or would be implemented so that lessons are really learned? Mega projects will always struggle with unforeseen events, massive regulatory requirements, technical complexities, community concerns, and a challenging political environment. What has been learned from the Big Dig can help future large projects. Of the many lessons from this huge undertaking, here are the major ones: Project integration is critical to success.Goals and incentives must be mutual and built into contracts throughout the project life cycle to ensure quality, safety, financial soundness, and a commitment to meeting budget and schedule.Continuous improvement and rigorous oversight are both essential.Doing things as they have always been done does not work for complex projects that require constant innovation and a culture of collaboration [24].
Key learnings about ABIM and paving the way for the airport operations
Published in Ozan Koseoglu, Yusuf Arayici, Airport Building Information Modelling, 2019
The architecture, engineering and construction (AEC) sector has been facing considerable challenges recently due to the increasing scale and complexity of projects. Mega projects are more difficult to manage in terms of decreasing cost and increasing quality and productivity. Innovative approaches have been proposed to overcome the various challenges faced by the AEC sector. Achieving integration, and thereby a more collaborative project environment, is essential in this process. Today’s key trend in successful business strategy is put as “combine and conquer”, which includes innovating business models together with transforming the core engineering systems around digital technology.
Mega infrastructure projects as agents of change: new perspectives on ‘the global infrastructure gap’
Published in Journal of Mega Infrastructure & Sustainable Development, 2019
Harry T. Dimitriou, Brian G. Field
Mega infrastructure projects are by definition very large and typically very costly investments, and may be found in all infrastructure sectors. They are usually complex, more so in some sectors than others, and almost always involve multiple stakeholders. Megaprojects are considered by many infrastructure specialists to be a different breed of project (Capka 2004) warranting particular attention in light of their special features, including the extent and reach of their outcomes/impacts, and longevity. The use of the term ‘mega’ implies a scale that is very large in relation to other projects, particularly in terms of the space/height/length of the physical infrastructure in question and/or in terms of the sums of money and other resources involved in their delivery. While the price tag of such investments is by no means the sole or even most important determinant of what is mega, we here employ a definition that assumes a minimum construction cost threshold of US$1 billion.