Megaprojects, Psychology and Risk Management

Megaprojects, Psychology and Risk Management Often, projects are led by planners and managers who keep changing throughout the long project cycles that apply to megaprojects, have little knowledge of risk management and risk based decision making leaving leadership weak and promoters overexposed. There are numerous biases that can interfere with good mega-projects management. “Uniqueness bias” can be defined as the tendency of planners and managers to see their projects as singular. This particular bias stems from the fact that new projects often…

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