Zhu, L; Cheung, S O; Gao, X; Li, Q and Liu, G (2020) Success DNA of a record-breaking megaproject. Journal of Construction Engineering and Management, 146(8): 05020009, ISSN 0733-9364
Abstract
After 8 years of construction, the Hong Kong-Zhuhai-Macao Bridge (HZMB) came into use in October 2018. The HZMB is currently the world's longest oversea bridge. The HZMB is technically demanding for both the physical conditions and the stringent environmental protection measures. In addition, the involvement of three regional governments gave rise to complex coordination and communication issues. All these challenges called for supereffective project management. Notwithstanding, notable accomplishments were reported and more than 450 patents were obtained. For example, the rapid island formation technology used greatly shortened the construction period and saved cost. The project can be identified as a showcase of the latest oversea bridge construction technology. To unveil the success DNA of this record-breaking megaproject, an in-depth case study was conducted. While many reported case studies on the HZMB project have focused on the technical aspects, this case study takes a project management perspective. Through structured interviews, the HZMB project team members commented that the project reputation evaluation system (PRES) used in the project incentivized the contractors' performance through building an interorganizational relationship (IOR). This observation is in line with the proposition advocated in the IOR literature - an enhanced relationship has a positive effect on project performance. The comment of the project team member is further supported by the analyses of 28 sets of quarterly PRES evaluation scores that are reflective of IOR determinants. This study concludes that: (1) the PRES is an instrumental project management tool, and (2) one of the functions of the PRES is building IOR. The theoretical framework and empirical evidence showcase exemplary project management. Accordingly, it is further recommended that for megaprojects: (1) monetary reward cannot be the singular performance motivator, (2) IOR maintenance should be one of the planning foci of incentivization, and (3) there is no substitute for seamless communication in project management.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | Hong Kong-zhuhai-macao bridge project; incentivization; project control |
| Index terms: | megaproject, incentivization, bridge construction, evidence, environmental protection, interview, project management, project team, project control, coordination, interorganizational relationship, determinant, bridge project, project performance, motivator, case study, Hong Kong |
| Subjects: | data collection methods, evaluation and assessment methods, risk assessment, business, control systems, psychology, project delivery, strategic project management, management, Geography, infrastructure engineering, project management theory and practice, infrastructure and transport systems, environmental engineering |
| Topics: | Business Strategy, Geographical Context, Project Management, Research Practice, Engineering Principles, Risk Management, Sustainability, Human Resources, Organizational Design |
| Descriptive scope: | 4 PCEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here