Success drivers for large, high-technology projects: Implications for the Square Kilometre Array

Abstract

Large projects having ambitious science goals and including new engineering technologies, significant infrastructure, and big budgets typically undergo much scrutiny prior to approval for expenditure. What is less clear is whether early stage planning takes proper advantage of potential indicators of success (or failure) based on learnings from relevant past experience, and whether early stage project development/planning can be made more effective. While there is considerable literature concerning general management of large projects, and execution of complex programs, there is little material dealing with success drivers for large and complex hightechnology projects typified by the ALMA and SKA radio-telescope projects. Drawing on recent PhD research, we present the results of a new meta-study of the literature, informed and validated through interviews with high-technology project managers, scientists and engineers from selected case studies. Our conclusions address definitions of success, project function and structure, authenticity, and strategic procurement. Dimensions of project complexity are examined, looking beyond technical and programmatic challenges into the internal and external project environment. Project resilience qualities are revealed, as well as less obvious traits of successful project managers. Review methods are discussed, together with effective processes for organisational learning. We identify critical success factors in relation to the development of the SKA project, and offer a practical checklist of indicators and drivers for high-technology mega-project success.