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"his paper takes stock of megaproject management, an emerging and hugely costly field of study. First, it answers the question of how large megaprojects are by measuring them in the units mega, giga, and tera, concluding we are presently entering a new "tera era" of trillion-dollar projects. Second, total global megaproject spending is assessed, at USD 6-9 trillion annually, or 8 percent of total global GDP, which denotes the biggest investment boom in human history. Third, four "sublimes" - political, technological, economic, and aesthetic - are identified to explain the increased size and frequency of megaprojects. Fourth, the "iron law of megaprojects" is laid out and documented: Over budget, over time, over and over again. Moreover, the "break-fix model" of megaproject management is introduced as an explanation of the iron law. Fifth, Albert O. Hirschman's theory of the Hiding Hand is revisited and critiqued as unfounded and corrupting for megaproject thinking in both the academy and policy. Sixth, it is shown how megaprojects are systematically subject to "survival of the unfittest," explaining why the worst projects get built instead of the best. Finally, it is argued that the conventional way of managing megaprojects has reached a "tension point," where tradition is challenged and reform is emerging. "

"From the testers' point of view, they had loads of experience with sophisticated aircraft. They wanted clear rules, better safety protocols, and reasonable work expectations from the Project Wing managers. At the same time, some members of the flight-testing crew felt like their expertise on how to accomplish their mission was being dismissed, people told us. In contrast, some of the team's managers felt as if the crew's skills with combat aeroplanes and military drones made them somewhat overqualified and their ideas overkill for the task at hand, according to a person close to the company. It was a disconnect between two groups with very different mentalities about how to get things done."

"The casual observer can hardly comprehend the value-extracting power of hedge fund activists. Technically, they are no more than minority shareholders. Yet they exert enormous influence, often forcing these companies to undertake fundamental restructuring and to increase stock buybacks and dividends substantially. For instance, Third Point Management and Trian Fund Management, holding only 2% of the outstanding stock of Dow Chemical and DuPont, respectively, engineered a merger-and-split of America's top two chemical giants at the end of 2015 that resulted in both massive layoffs and the closure of DuPont's central research lab, one of the first industrial science labs in the United States."