Through a comprehensive literature review three criteria, impact, probability, and manageability are selected. This research proposes a novel version of an integrated prioritization method and analyzes twelve all-inclusive key supply chain oriented risk factors identified in a previous study. Risk assessment comprises the establishment of factor interrelation and discerning the indicators of importance.
To design proper risk mitigation strategies, after identifying key risk factors, the next step is to conduct assessments that would facilitate the process of risk element prioritization. Megaprojects and specifically ‘green’ construction of residential megaprojects can contain significant risks of failure. Then, we propose clear definitions of megaproject development performance and success, by attempting to address the ambiguous distinction between the definitions of overall project success and performance, and by suggesting ways in which our results could help set on a more rigorous ground the research on the relation between development phase performance and overall project success. As a remedy, to define and measure the performance and success of megaproject development phase, we build a process–oriented framework which focuses on convergence in terms of project representations and stakeholders’ volition. However, these approaches neglect the adversarial and contingent nature of megaprojects and the complex dynamic interactions between their multiple facets.
Rational–instrumental conceptualizations focus on identifying a large number of universal success factors that help avoid the pitfalls of megaproject development.
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The critical role of the front–end development phase for the success of megaprojects is widely acknowledged despite a lack of theorizing and empirical evidence on what constitutes development performance and success and how to measure them. This systemic view contrast with the usual functionalist approach used on project complexity frameworks. Moreover, the lower the team's delivery capacity, the greater the perception of the project complexity's effects, given that the project team will not have the capacity to manage and respond to these many interactions and elements. These characteristics challenge the classic view of project management based on objectivity, reductionism, control, and predictability in favour of new approaches based on subjectivity, systemic thinking, and adaptability. These interdependencies make the project adapt and self-organise, resulting in emergent behaviour and unintended consequences beyond the team's ability to cope with them.
Many interdependencies among the factors were identified, suggesting they form a contextualised project complexity network capable of creating emerging behaviours that would not be observable if they were analysed in isolation. This research identifies 18 main project complexity factors affecting defence projects and four new factors to the literature.
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