In 2003, the construction industry was unable to successfully capture and transfer knowledge between disparate projects and utilise it to improve firm performance. Working with major industry partners including Laing O’Rourke, BAA and Crossrail our research developed a new model to efficiently deliver ‘mega-projects’ whilst capturing learning of wider organisational benefit.
Funded by the EPSRC Innovation Studies Centre (ISC), this model was first utilised in the planning of Heathrow Terminal 5and subsequently applied to Ascot Racecourse and the St Pancras Eurostar Terminal. Our experts were then invited to participated in the Learning Legacy Project during the construction of London 2012 Olympic Park and more recently to the development of Crossrail. Consequently, our extensive research in this area will help to shape the delivery of megaprojects for years to come.
In this video Dr Andrew Davies discusses the research and its impact on mega-project management in the construction industry.
Related Publications
- Davies et al
From hero to hubris - Reconsidering the project management of Heathrow's Terminal 5 - Davies, MacKenzie
Lessons Learned from the London 2012 Construction Project - Davies, Gann et al
Innovation in Megaprojects: Systems Integration at London Heathrow Terminal 5
Tune in to the podcast
In this podcast, Dr Andrew Davies, Reader in Innovation at the Business School discusses how his research into the management of megaprojects, such as Heathrow Terminal 5 and London 2012 Olympic Park, is helping to shape the future of megaprojects in the UK and abroad.