This page has only limited features, please log in for full access.
In many developing countries, infrastructure development has played an important role in driving economic and social growth. It has also been useful in accelerating development at both regional and national levels. Nevertheless, history provides many examples of infrastructure projects that have been cancelled for one reason or another. Such cancellations have often resulted in losses. Thus, it is important to study and learn from these cancelled projects in order to improve future project performance. This paper investigates the case of a cancelled urban transport infrastructure project in Indonesia. The case considered in this study is that of the Jakarta monorail project which was started in 2004 and completely discontinued in 2015. The example of the Jakarta monorail project is instructive as it has not been the subject of intensive study up to this point. This paper takes a case study approach, coupled with comprehensive reviews of extensive sources on the topic of cancelled infrastructure projects. This study applies a thematic coding technique using NVivo11 software to analyze and find patterns from qualitative data. The observed issues were grouped into three categories, i.e.: the history, causes and impacts of the Jakarta monorail cancellation. Furthermore, the authors also underscore the importance of making a “kill decision” as an option. The findings from this paper also highlight the importance of front-end planning in infrastructure projects.
Seng Hansen; Eric Too; Tiendung Le. Lessons Learned from a Cancelled Urban Transport Project in a Developing Country: The Importance of the Front-end Planning Phase. International Journal of Technology 2018, 9, 898 .
AMA StyleSeng Hansen, Eric Too, Tiendung Le. Lessons Learned from a Cancelled Urban Transport Project in a Developing Country: The Importance of the Front-end Planning Phase. International Journal of Technology. 2018; 9 (5):898.
Chicago/Turabian StyleSeng Hansen; Eric Too; Tiendung Le. 2018. "Lessons Learned from a Cancelled Urban Transport Project in a Developing Country: The Importance of the Front-end Planning Phase." International Journal of Technology 9, no. 5: 898.
Research in the realm of projects is increasingly turning its focus on governance. Much has been written on the importance of good governance and the clear link between good governance and project success. However, few have delved into delineating the core functions of governance that is central to good governance. In this conceptual paper, we examine existing research ideas and concepts of project governance to develop a framework to add to the knowledge base of this subject. This paper proposes six core functions of project governance. They include (1) determining the objective, (2) determining the ethics, (3) creating the culture, (4) designing and implementing the governance structure, (5) ensuring accountability by management and (6) ensuring compliance. The framework described in this paper can provide guidance to organizations in the development of effective project governance to optimize the management of projects.
Eric Too; Tiendung Le; Patrick Weaver; Lynda Bourne. The Core Functions of Project Governance. AUBEA 2017: Australasian Universities Building Education Association Conference 2017 2018, 1 .
AMA StyleEric Too, Tiendung Le, Patrick Weaver, Lynda Bourne. The Core Functions of Project Governance. AUBEA 2017: Australasian Universities Building Education Association Conference 2017. 2018; ():1.
Chicago/Turabian StyleEric Too; Tiendung Le; Patrick Weaver; Lynda Bourne. 2018. "The Core Functions of Project Governance." AUBEA 2017: Australasian Universities Building Education Association Conference 2017 , no. : 1.
The implementation of international infrastructure development projects is confronted with many challenges. Lessons learned has emerged as the vital key to success of these projects. Management of lessons learned is a chain with organizational stakeholders as links, of which government agency is arguably the weakest. While many organizational stakeholders (e.g., international development banks, independent consultants) are sophisticated in lessons learned practices, little is researched on and understood of how governments agencies manage lessons learned and how to help them do so more effectively. This paper reports on a study, which is part of a larger research effort, into the barriers and enablers to effective lessons learned practices in international development projects. The study uses a government agency in Vietnam as a case. It has four steps. First, documents related to project management policies are analyzed and literature reviewed. Second, twenty-five officers from the government agency are interviewed using a semi-structured guide. Third, output from document analysis and the interviews is used to categorize barriers and enablers to effective lessons learned management. Four, a survey is used to solicit input to the importance of the barriers and enablers. The major finding is barriers and enablers that are critical to effective management of lessons learned in this kind of projects. These barriers and enablers are ranked and grouped into three categories: (1) individual, (2) organizational, and (3) inter-organizational. Outcome of the research provides a basis for a better understanding of barriers and enablers to managing lessons learned in international development projects. The research results will be used to develop a conceptual framework for lessons learned practices and strategies to improve them in the next research phase.
Tiendung Le; Eric Too; Viet Anh Tran. Barriers to and Enablers for Lessons Learned Practices in International Infrastructure Development Projects—A Case Study. Proceedings of the 21st International Symposium on Advancement of Construction Management and Real Estate 2017, 321 -329.
AMA StyleTiendung Le, Eric Too, Viet Anh Tran. Barriers to and Enablers for Lessons Learned Practices in International Infrastructure Development Projects—A Case Study. Proceedings of the 21st International Symposium on Advancement of Construction Management and Real Estate. 2017; ():321-329.
Chicago/Turabian StyleTiendung Le; Eric Too; Viet Anh Tran. 2017. "Barriers to and Enablers for Lessons Learned Practices in International Infrastructure Development Projects—A Case Study." Proceedings of the 21st International Symposium on Advancement of Construction Management and Real Estate , no. : 321-329.