Should major projects be split into a series of entirely independent projects; each project requiring a justifiable business case before being authorised to proceed, and each project designed to deliver benefits regardless of whether subsequent projects in the series proceed?
Mark Wild Chief Executive Crossrail certainly has an interesting view given in a recent interview.
The mistake he says was to try to deliver the whole completed package in one go. Instead, he reckons that a key lesson from such a mega project is that initially, the managers should aim for a ‘minimum viable product' and then steadily upgrade it over time
Do you agree or disagree?
If you need an understanding of challenging projects try Making Sense of Challenging Projects by Michael Ocock and Barry Trebes available in print and as an eBook.