Infrastructure megaprojects are increasing in size and number worldwide. Widespread shortcomings such as cost overruns, delays, litigious threats, and community opposition are now so pervasive there is a clear mandate to rethink the way we plan, deliver, and operate our infrastructure. In this context, we situate this research to understand how megaprojects can be set up for success. Data were collected from responses to a questionnaire survey, interviews, and case studies. The questionnaire was fielded by multiple agencies involved in infrastructure projects, such as engineers, construction organizations, and government delivery agencies. For qualitative insights, we conducted 30 interviews with participants from these agencies and studied cases that successfully implemented the themes identified. The results highlight the three themes with the highest impact in delivering projects successfully: (1) Improved integrated planning, business cases, and front-end engineering design; (2) efficient use of contracts; and (3) strengthening government and political engagement. This research contrasts the literature on megaproject success with data collected from questionnaires, case studies, and interviews. Collecting solutions that have solved issues effectively is an innovative aspect of our methodology, with these findings holding considerable value for ecosystem practitioners. Thus, we contribute by highlighting eight cost-effective, relevant, and efficient ways for reimagining infrastructure megaproject delivery.@en

Megaprojects are plagued with failures and inefficiencies, often due to an inability to handle the obstacles that occur throughout the process. The present research deepens and extends our understanding of the obstacles and causes of poor megaproject performance by drawing on the ‘circuits of power’ as a theoretical framework for analyzing such projects. Empirically, we investigate what are regarded as some frequent obstacles occurring in megaprojects in the Australian and New Zealand context, such as coordination issues between stakeholders, poor estimates of the project, and inefficient contracts. Conducting 40 semi-structured interviews with different participants in the sector enables us to highlight that the overt obstacles were dependent on covert causes, such as fragmented industry, political push for projects and an owner-centric industry, respectively. For addressing these covert causes, we record innovative interventions such as delivery through precincts, creating a pipeline of projects, and raising awareness among contractors. We create a framework anchored in the circuits of power theory to show the relationships between overt obstacles, covert causes and suggested solutions. Infrastructure megaprojects can be set up for success by addressing the covert causes through proper interventions, such as changing culture and implementing innovations.

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