In your opinion, what are the most significant factors for the success of mega projects?

A very clear vision and the main goal that are to be achieved. Without this, a clear direction cannot be achieved. Having a fully integrated and committed team with a breadth of core capabilities which can be used to direct each aspect of the development program. A strong relationship with the external service providers such as architects, contractors or suppliers. Dealing with risk and uncertainty. Mega projects come with mega risks. Careful planning at the start is essential to avoid risks. A risk management system that identifies risks and then builds contingencies in the project plan is essential. The structure of the projects management organization. The structure of the project management organization should be a balance between being hierarchical and democratic. Integrated IT facilities. Successful projects should incorporate information technology systems from design through construction. Ensuring adequacy of funding and resource availability. Fair bidding process in order to ensure accountability and transparency of the mega project.

What was the role of technology in this case? In the Millau Project, technology represents one of the main success factors. The construction of the viaduct involved the use of cutting-edge technology and satellite guided GPS systems. These are innovative technologies to build the systems and equipment required for the processes and applications. Example of technology used in constructing the viaduct refers to GPS technology (used to position the formwork correctly on the piers before the concrete was poured. This not only ensured that the piers were vertical, but also saved considerable time), technology for the cable stays, advanced building technology. The main aims of technology usage in constructing the viaduct are to enable the use of the newest resources in the construction field, help reduce the construction time and costs, ensure the security and monitoring of the program, training and ultimately representing a key competitive advantage. The Millau viaduct project was carried out by a consortium of firms, each with highly specialised skills in one or two areas. How did this approach contribute to the successful completion of the project? The consortium approach in constructing the Millau viaduct was the solution agreed due to the benefit of joining forces to procure, implement and operate the project that finally lead to an improved outcomes for the beneficiaries. The clear advantages of using of consortia in Millau viaduct mega projects include economies of scale, knowledge sharing and collaboration along with joint project and operational staffing.

The economic value of consortium refer to the fact that implementation and operation costs were substantially reduced as the team conducted the implementation of all seven piers and two abutments concurrently, thus reducing the total level of effort and cost required for the project (Eiffage spent close to US$ 536 mn on the Millau viaduct. This was only half of the initially estimated cost. Analysts explained that private-sector financing, together with advanced building technology and materials, helped reduce the construction time and costs). Reduction in cost was also achieved by resources sharing such as skills and expertise, purchasing opportunities that took advantage of economies of scale and the spread across members of the main risk and liability for contract delivery. Moreover, consortium allowed an increased access to funding and contracting opportunities. Knowledge sharing and collaboration also represented a powerful benefit of the consortium strategy (the project did not encounter any major HR problems. This could be attributed to the fact that most of the staff worked for one company and its subsidiaries. This also ensured smooth coordination of the work). By collaborating during the implementation, the team shared ideas and approaches that led to an overall improvement in the activity operation. Moreover, the consortium enabled sharing of relevant skills, experience and expertise in a way that complemented one another in terms of the tender specification and later in relation to contract delivery, thus leading to a more effective service. It has also given the opportunity to gain experience or competencies that might not otherwise have been gained or afforded (Eiffage entered into partnerships with other companies to acquire the construction skills it did not possessed).