Large scale projects have become an important part of business. There are many different definitions for those projects. The term basically refers to projects with a large number of resources, assets, and money. These investments often have a very critical influence to the organization that runs a Large Scale Project.

Therefore, success or failure of those projects might influence significantly  the further business of an organization. Knowing that it is astonishing how many companies start such projects without proper guidance and knowledge of Project Management. There are used at least some general standards as PMI or Prince but it very often lacks the right experience. That does not applies only to the designated Project Manager. It includes the insufficient view on all impacts by the upper management as well as the member of the project team.

Generally, large scale projects need a different approach compared to smaller ones:

  • The project governance has manifold level.
  • All plans must be developed in multiple iterations and at all level.
  • Risk Management is one of the most crucial tasks.
  • Accurate cost and schedule predictions are unlikely at the beginning.
  • Therefore, the Change Management is one of the very important challenge.

The following pages show how to deal with these - and other important - tasks when running a Large Scale Project. Some of these essential topics are:

  • Project Governance at three level
  • Project Planning and these level
  • Risk Management
  • Project Evaluation and Improvement
  • Project Transformation

 

The input for all these topics has been derived from many different projects with the majority of them as software projects. Nevertheless, these projects in the IT industry may serve as template for many large scale projects in all industries. This is mainly because of the complexity and diversity in software development. Additionally, software is often developed nowadays in shoring models that require a very carefully approach in terms of governance, planning, risk and other project areas. The only exceptions that might differ from this experience are a large construction projects. These projects follow a different approach and they are often very mature. The described procedures support more all other large projects.

One disclaimer must be mentioned at the beginning: Many people believe Large Scale Projects become automatically the status of a program. This might be partly true but generally it is not. Both kinds of ventures have their own structure and it is always helpful to distinguish clearly between them.