Mega and Complex

MANAGEMENT OF MEGA AND COMPLEX PROJECTS: SOUTH-NORTH WATER
TRANSFER PROJECT, CHINA
Name of the Student
Name of the University
Student’s ID
Page 0 of 23
Executive Summary
Mega-projects entail various aspects that must be controlled rationally and organized. Several
aspects impact the entire operation, project completion, and fulfillment. This paper focuses
on the South-North Water Transfer Project, one of China's most significant construction
projects. The program's supply chain includes many downstream and upstream processes
involving numerous partners from the commercial and public sectors. Involving stakeholders
is critical to ensuring that the program is finished without significant disruptions or problems.
Below is a detailed assessment and critical review, program and project management
techniques, approaches, and recommendations.
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Table of Contents
Introduction 4
Body Of The Report 4
Mega And Complex Project Principles 4
Project Management And Programme Management In Mega And Complex
Projects/Programmes 4
Level Of Complexities Around This Mega Project 4
Gaps Analysis - Potential Issues, Problems, And Challenges 5
Project Management Opportunities In This Mega Project 5
Complex Business, Organisational and Commercial Environment 7
Macro, Meso & Micro In-Depth Appraisal & Evaluation 7
Organizational Complexities 7
Structural Complexities 7
Institutional Level Relationship Complexities 8
Commercial (Financial and Contractual) Complexities 8
Legalities Complexities 8
Putting It Together 8
Project Management & Programme Management Effective Execution Complexities 9
Optimum Bias 9
Culture Of Over-Commit, Over-Promise, Over-Priced & Under-Deliver 9
Over/Under Estimate 10
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Procurement Method 10
Strategic Risk Management 11
Critically Reflect On Potential Strategic Risk Of This Mega Project 11
Change Management 12
How Change Management Would Be Effectively Managed In This Mega Project? 12
Analysis And Critical Evaluation 14
Lessons Learnt And Lessons Yet To Be Learnt 14
Gaps Analysis 14
Benefits And Value Management 15
Sustainability 15
Project And Programme Management Methodology And Methods 15
Recommendation 16
Conclusion 17
References 18
Appendix 21
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Introduction
Mega-projects are complicated and emerge in volatile political, social, and economic settings
with thousands of reciprocal linkages. Notwithstanding sophisticated planning and risk
analytical methods, modeling risk conversations and effects on mega-project achievement
remains a crucial obstacle. The reasons for substantial cost increases in massive projects arise
from humans' limited ability to approximate, strategy, or predict the effects of uncertainty.
The mega-project administration research field must address decision-making concerns and
productivity deficits that arise when traditional project management concepts are used in
mega-project administration. China's South-to-North Water Diversion Project is the biggest
of its sort ever attempted. The project entails extracting water from southern waterways and
delivering it to the arid north. This gigantic project already took fifty years from the idea to
start up and is projected to take nearly as long to complete. It is scheduled to be completed in
2050 and would ultimately redirect massive amounts of water yearly to the arid north's
populated areas. Once completed, the project will connect China's four major waterways –
the Yellow River, the Yangtze, the Haihe, and the Huaihe – and will necessitate the building
of three diverting channels that will extend south-to-north across the country's western,
central, and eastern regions.
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Body Of The Report
Mega And Complex Project Principles
Project Management And Programme Management In Mega And Complex
Projects/Programmes
Level Of Complexities Around This Mega Project
The complexity of mega-projects raises the number of organizations engaged and the
expenses and expands the work area even more. Nonetheless, facing complexity in every
project, irrespective of scale is unavoidable, and it is immensely more so than in the event of
massive projects. As a result, knowing the idea of complexity is critical for avoiding errors
and meeting project objectives. According to this viewpoint, the strategy formulation of
complexity is critical to implementing mega-projects effectively. The plan has raised so many
environmental, economic, and ideological worries that state experts are pushing for it to be
postponed and scaled back, increasing the prospect that it will emerge to be a mega-project
too far for China. Tianjin, according to reports, intends to develop desalination facilities.
Worries about the economic and political costs of deflecting water from the Yangtze to the
Yellow, high mainly in the Tibet-Qinghai region, have caused the west portion to be halted
(Qiu et al. 2019).
Gaps Analysis - Potential Issues, Problems, And Challenges
Evaluating actual productivity to future or planned performance is referred to as gap analysis.
When a company does not achieve the maximum use of its existing resources and therefore
does not engage in investment or innovation, it may generate or operate more petite than its
idealized capacity. The most recent business strategy was developed around 2009. Even
though it had all of the information required by legislation at the time, it lacked the detail that
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the Legislature needed to make significant budgetary decisions. Because of the ambiguity, the
Legislature approved budget resolution language in 2010, requiring HSRA to provide this
information (McKenney et al. 2020). The folks who appear to be the most unhappy are those
from Han's middle reaches due to the diversion program. "Locals are concerned about the
effect on our ecosystem since we will lose a fifth of the freshwater," a Xiangfan City local
told The Guardian. "While we are worried, everyone must demonstrate their support." We
will not dare to defy the government".
Project Management Opportunities In This Mega Project
Mega-projects, including China's South-to-North Water Transfer Program, are often regarded
as large-scale, intricate enterprises with long-term ramifications. Methods to project
management evolve in response to the problems given by unique projects and domestic and
foreign settings. As a result, the starting point is there's no standardized project management
technique for coping with contexts, and they vary depending on the many problems imposed
by mega-projects. Utilizing Critical Success Variables, this thesis will focus on project
management techniques that might be used in the South-to-North Water Transfer Project in
developing China. A project management methodology is a clearly defined collection of
logically related practices, processes, and processes that outline how to design, organize, and
execute a project from inception to completion (Pace et al. 2019).
Programme Management Opportunities in This Mega Project
Program management has evolved and will continue to grow as a management technique for
mainly project-based operations, marshaling assets, and realizing complicated, emerging
projects. The program refers to employment arrangements, organizational structures,
transformation procedures, and capability-creation methods. Researchers examine attempts to
define program management and discuss whether it is a subset of project management or a
separate profession. The project will continue to encounter urgent demand for management,
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necessitating long-term planning by using a new institutional structure of resource savings
such as irrigation, commerce, and economy and considering the global financial catastrophe,
which has resulted in unsustainable pricing unanticipated expenses in infrastructure upkeep
(Jiang et al. 2018).
Complexities in Project, Organisational and Marketable Atmosphere
Macro, Meso and Micro wide ranging assessment
It is mainly based on clean water which is critical for sustainable development. In spite of the
value of water, reflecting that the difficulties of water deficiencies are partly because of the
geographical as well as temporal inequities in the source of water along with the demand for
water. The South-North Water Transfer Project associates with social concerns that are linked
to a diversity of ranges. This project could upsurge the distribution of freshwater
schistosomiasis from southern China (Crow-Miller, 2015).
Organizational Complexities
The South-North Water Transfer Project in China is mainly associated with extracting water
from the southern rivers as well as allocating it to the dry northern. In long run, it struggles to
carriage three-dimensional meters which is 44.8 billion of stream from the Yangtze River in
southern China to the dried along with profitable north through three detached canal roads.
Mao Zedong planned the perception of mass engineering creativity as a resolution to China's
water problems. The entire project involves several complexities.
Structural Complexities
In the case of structural complexities of the South-North Water Transfer Project in China, it
can be stated that hundreds of thousands of individuals were banished from the construction
of dams as well as reservoirs. Moreover, the entire process of generating the dams can have
an undesirable environmental effect, that is associated with large-scale flooding of natural
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habitats. Most significantly, if the project can’t be a success, the farmers over the entire
North China Plain would probably fail to access the water obligatory for farming,
Institutional Level Relationship Complexities
The construction of cost projections represents that fluctuating from USD 20 billion to USD
81 billion for Easterly Way as well as Central Way South-North Water Transmission Project
unaccompanied. The entire dimensions of water remote by the South-North Water Transfer
Project can puts a very bad impact on the Han River and the Yangtze Delta (Rogers et al.,
2016).
Commercial (Financial and Contractual) Complexities
The estimated cost of the project was $62 billion. In 2008, Construction prices for the
fundamental and eastern roads were decided at 254.6 billion. The administration had
accounted just 53.87 billion Yuan which is less than the planned cost. Most importantly,
more or less 30 billion Yuan had been paid to the development of the easterly as well as
central roads. Moreover $79 billion had been invested in 2014. It is quite obvious to note that,
the financial feasibility of the South-North Water Transfer Project stays controversial.
Legalities Complexities
There is a possibility for this project to develop the distribution of stream schistosomiasis
from southerly China. In the case of northern China, where schistosomiasis is relatively
infrequent the distribution is similar. The South-North Water Transfer Project has a key
influence on local populations. The project is associated with the repositioning of at least
330,000 individuals in middle of China. The experts assert that water withdrawal would
reason ecological harm, along with some villagers saying that establishments had pressured
them to sign evacuation agreements.
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Putting It Together
The entire project that named as South-North Water Transfer involves water rules and
divisions that were initially planned by river basin charges and local administrations in water
provision and water-receiving extents. There are several administration institutions along
with state-owned enterprises that regulate numerous aspects of the South-North Water
Transfer Project.
Project Management & Programme Management Effective Execution Complexities
Project management helps the method of guiding the project to gain all the related goals
within a specific time limit. It helps to improve the initial work practices by identifying the
major drawbacks. The initial limitations of the South-North Water Transfer Project are
associated with time, scope as well as budget.
Program management is another important part that helps the London Crossrail project to link
with the method of organizing project-related actions by mapping the targets that progress
project performance rate. It involves strategic initiatives and observes all of the major and
minor project-related successes. It helps to link with the diligence of the circumstances
(Rogers et al., 2020).
Optimum Bias
Values Of Over-Promise, Over-Commit, Under-Deliver as well as Over-Priced
In the case of a values of Over-Promise, Over-Commit, Under-Deliver as well as Over-
Priced, it is essential to note that, if the South-North Water Transfer Project fails then the
farmers over the entire North China Plain would probably fail to access the water obligatory
for farming. Most importantly, the experts assert that water withdrawal would reason
ecological harm, along with some villagers saying that establishments had pressured them to
sign evacuation agreements.
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Over/Under Estimate
There is a massive chance of the project being politically unsuccessful as it would involve
prohibiting the development of implementing penalties on businesses, safe water supply
expanses and people who dump untreated water. China must endure to methodically present
as well as perform its demand approaches nationally to make sure that its uncommon
freshwater properties are applied to accomplish the numerous requirements of human
populations and habitats in an economically viable, environmentally friendly along with
socially responsible way (Moore, 2014).
Procurement Method
The entire process of procurement method of the South-North Water Transfer Project helps to
offer a bedrock on which the whole functionality of the project can be adjusted. It offers
several prominences for all stakeholders inside the project that will help them to design
consequently the entire decision-making process.
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Strategic Risk Management
Critically Reflect On Potential Strategic Risk Of This Mega Project
According to the understanding of the mega projects overall, it can be mentioned that the
projects are liable to facing different strategic threats which have the credibility of creating
long term impact on the business value of the project partners, for example, a few potential
strategies Megaproject threats have been discussed in the following:
Environmental Issues: Wrong project task’s implementation or any wrong project decision
have the credibility of creating a direct impact on the ways managing project value can be
carried out (Webber, Crow-Miller and Rogers, 2017).
Dependency Risks: The threats related to improper physical space for managing equipment,
the number of required personal equipment exceeding, and poor data construction quality can
affect the entire result in a negative manner.
Regulatory Risks: Issues like the introduction o new regulatory requirements, changing
health and safety needs, and non-compliance sanction management can affect the result of the
project.
Communicating Risks: For example, improper contractor interference, language barrier, poor
communication, and poor designated time for meeting management can affect the business
and the project.
External Risks: Threats such as local terrorism, wat, and property destruction have the
credibility of creating a negative impact on the project (Rahman, 2018).
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Figure one: South-North Water Transfer Project
(Source: Rahman, 2018)
Change Management
How Change Management Would Be Effectively Managed In This Mega Project?
In order to deal with the complexities, implementation of proper change management plays
an important role; in the case of the South-North Water Transfer Project of China, the change
management is adapted based on different steps and stages, which can help the project attain
all its desired outcomes in an accurate manner (Yang et al. 2020). In the following different
change management steps have been discussed in a detailed manner.
Step 1: Understand The Need For Change
Step 1 in change management needs to define the need behind implementing the change as
with the help of this aspect, and the organizations are able to attain a better result. Moreover,
the change is an important part of any project, but before implementing that, understanding
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the forces that drive the change is very important as based on that, attainment of a detailed
result can be evident to manage (Rogers et al.2020).
Step 2: Communicate The Need For The Change
Communication is the key to learning about the project process; in the case of the South-
North Water Transfer Project, China is dealing with environmental issues that need to be well
understood by communicating with fellow related partners. Another important step of the
change management requires the project to communicate about the change with fellow
stakeholders as based on that, the organization managing the project will be abler to attain a
better and evident result (Yang et al. 2020).
Step 3: Develop Change Plans
Planning is another important step related to change management which is responsible for
guiding the project to understand the strategy that can be used by the South-North Water
Transfer Project of China to deal with mega project complexities (Rogers et al.2020). With
the help of this aspect, change management can be attained in an accurate manner.
Step 4: Implement Change Plans
The change plan decided in step 3 needs to be implemented properly in step 4, as based on
the change implementation South-North Water Transfer Project of China will be able to
deliver a better mega project value (Yang et al. 2020). Implementing the change plan needs
to consider detailed and accurate strategies understandings too.
Step 5: Evaluate Change Progress
Evaluation of the change progress is responsible for guiding the project to understand the
areas that need to be managed to create a better value (Rogers et al.2020). The progress
tracking provides scope for developing loopholes area in an accurate manner.
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Figure two: South-North Water Transfer Project Change Management
(Source: Yang et al. 2020)
Analysis And Critical Evaluation
Lessons Learnt And Lessons Yet To Be Learnt
The lesson that has been learned from the project is related to the understanding of different
principles that need to be managed in megaprojects, and implementing these principles still
needs to be learned (Miao et al. 2018). Different lectures and seminars have helped to
understand the experience these principles' implementation has on other mega projects for
evaluating the importance and threats (Webber, Crow-Miller, and Rogers, 2017).
Gaps Analysis
The project gap that needs to be evaluated is related to the ways of managing environmental
changers that can make proper value in the project result (Yang et al. 2020).
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Benefits And Value Management
Effective Control, Monitoring, Transition, and Measurement such as defining proper roles
and responsibilities, creating shared goals short task creation, defining collaboration tools and
managing change can be used for managing project value and benefits (Miao et al. 2018).
Sustainability
Sustainability can be managed by PM, and PGM strategies like using accurate tools, diving
works, allocating proper resources, and this will help the project create monetary value
(Wilson et al. 2017).
Project And Programme Management Methodology And Methods
PRINCE2 is a process-based method that can be suggested for the selected method for
managing the project depending on project skills (Sheng and Webber, 2017).
Figure three: South-North Water Transfer Project Management
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(Source: Sheng and Webber, 2017)
Recommendation
Based on the selection of the South-North Water Transfer Project of China, it can be
mentioned that for managing mega projects like this, the implementation of accurate and
specific methods plays an important part. The selected mega project defines that the impact
created by it on the ecology is affecting its running needs. Therefore, to resolve the issue and
other project management system issues, utilization methods mentioned in the following play
an important role, such:
● The creation of realistic and accurate project objectives from the perspective of
change management will create a positive impact.
● The stakeholder engagement and their accountability towards the project need to be
increased to manage the change management needs in an accurate manner (Miao et
al. 2018).
● In creating a revised schedule for the project, the project can be positioned in a more
positive, new direction.
● On the other hand, the project team, based on their credibility and role, needs to be
allocated for the improved, changed project schedule.
● The risk management strategy for the project needs to be created, which will analyze
any threats that have the possibility of affecting the objectives within tine (Crosby,
2017).
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● The budget needs to be improved, too, based on the understanding new project
management strategy.
● A newly created and improved schedule can produce an improved, changed direction
for the project.
● In addition, a project team should be assigned to work on the revised, improved
schedule based on the credibility and role of the members.
Conclusion
The project is owned by the South-to-North Water Transfer Project, including pre-project
development work completed by Hanjiang Water Resources and Hydroelectric power. The
State Policy and Management Council, the Ministries of Water Supplies, the Department of
Building, the State Protection Of the Environment Agency, and China Global Engineering
Consulting Company manage projects. The South-to-North Water Diversion Middle Route
Project would be critical in ensuring Beijing's long-term economic prosperity. Beijing suffers
from a severe scarcity of water sources and is primarily reliant on the overuse of subsurface
water to support its industrial procedure. Water resources have become a growing economic
burden for Beijing. The South-to-North Water Diversion Project will substantially impact
Beijing's socioeconomic and environmental conditions.
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References
Crosby, P., 2017. Shaping complex mega-projects: practical steps for success. Australian
journal of civil engineering, 15(1), pp.1-19.
https://www.tandfonline.com/doi/abs/10.1080/14488353.2017.1362806
Crow-Miller, B., 2015. Discourses of deflection: the politics of framing China's south-north
water transfer project. Water Alternatives, 8(2).

https://www.water-alternatives.org/index.php/alldoc/articles/vol8/v8issue2/286-a8-2-9/file
Jiang, J.J., Klein, G. and Fernandez, W.D., 2018. From project management to program
management: an invitation to investigate programs where IT plays a significant role. Journal
of the Association for Information Systems, 19(1), p.1.https://aisel.aisnet.org/jais/vol19/iss1/1/
McKenney, M.J. and Handley, H.A., 2020. Using the DSRM to Develop a Skills Gaps
Analysis Model. IEEE Engineering Management Review, 48(4), pp.102-
119.https://ieeexplore.ieee.org/abstract/document/9149577/
Miao, Z., Sheng, J., Webber, M., Baležentis, T., Geng, Y. and Zhou, W., 2018. Measuring
water use performance in the cities along China's South-North Water Transfer
Project. Applied geography, 98, pp.184-200.
https://www.sciencedirect.com/science/article/pii/S0143622818301565
Moore, S.M., 2014. Modernisation, authoritarianism, and the environment: the politics of
China’s South–North Water Transfer Project. Environmental Politics, 23(6), pp.947-964.

Pace, M., 2019. A correlational study on project management methodology and project
success. Journal of Engineering, Project, and Production Management, 9(2),
p.56.https://search.proquest.com/openview/048c1513e5a2c7347af2859ff4ff554b/1?pq-
origsite=gscholar&cbl=706377
Page 18 of 23
Qiu, Y., Chen, H., Sheng, Z. and Cheng, S., 2019. Governance of institutional complexity in
megaproject organizations. International journal of project management, 37(3), pp.425-
443.https://www.sciencedirect.com/science/article/pii/S0263786318302564
Rahman, M.S., 2018. Risk management and measurement of risk management performance
in complex projects. Doctoral dissertation, Master Thesis.
http://jultika.oulu.fi/files/nbnfioulu-201808312690.pdf
Rogers, S., Barnett, J., Webber, M., Finlayson, B. and Wang, M., 2016. Governmentality and
the conduct of water: China's south–north water transfer project. Transactions of the Institute
of British Geographers, 41(4), pp.429-441.

https://rgs-ibg.onlinelibrary.wiley.com/doi/abs/10.1111/tran.12141
Rogers, S., Chen, D., Jiang, H., Rutherfurd, I., Wang, M., Webber, M., Crow‐Miller, B.,
Barnett, J., Finlayson, B., Jiang, M. and Shi, C., 2020. An integrated assessment of China's
South—North Water Transfer Project. Geographical Research, 58(1), pp.49-63.
https://onlinelibrary.wiley.com/doi/abs/10.1111/1745-5871.12361
Rogers, S., Chen, D., Jiang, H., Rutherfurd, I., Wang, M., Webber, M., Crow‐Miller, B.,
Barnett, J., Finlayson, B., Jiang, M. and Shi, C., 2020. An integrated assessment of China's
South—North Water Transfer Project. Geographical Research, 58(1), pp.49-63.

https://onlinelibrary.wiley.com/doi/abs/10.1111/1745-5871.12361
Sheng, J. and Webber, M., 2017. Incentive-compatible payments for watershed services
along the Eastern Route of China’s South-North Water Transfer Project. Ecosystem
Services, 25, pp.213-226.
Webber, M., Crow-Miller, B. and Rogers, S., 2017. The South–North water transfer project:
Remaking the geography of China. Regional Studies, 51(3), pp.370-382.
Page 19 of 23
Wilson, M.C., Li, X.Y., Ma, Y.J., Smith, A.T. and Wu, J., 2017. A review of the economic,
social, and environmental impacts of China’s South–North Water Transfer Project: A
sustainability perspective. Sustainability, 9(8), p.1489. https://www.mdpi.com/218358
Yang, Y., Lei, X., Long, Y., Tian, Y., Zhang, Y., Yao, Y., Hou, X., Shi, M., Wang, P.,
Zhang, C. and Wang, H., 2020. A novel comprehensive risk assessment method for sudden
water accidents in the Middle Route of the South–North Water Transfer Project
(China). Science of the total environment, 698, p.134167.
Page 20 of 23
Appendix
Figure one: South-North Water Transfer Project
(Source: Rahman, 2018)
Figure two: South-North Water Transfer Project Change Management
(Source: Yang et al. 2020)
Page 21 of 23
Figure three: South-North Water Transfer Project Management
(Source: Sheng and Webber, 2017)
Page 22 of 23

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MANAGEMENT OF MEGA AND COMPLEX PROJECTS: SOUTH-NORTH WATER

TRANSFER PROJECT, CHINA

Name of the Student

Name of the University

TRANSFER PROJECT, CHINA

techniques, approaches, and recommendations.

TRANSFER PROJECT, CHINA

Body Of The Report 4

Mega And Complex Project Principles 4

Project Management And Programme Management In Mega And Complex

Level Of Complexities Around This Mega Project 4

Gaps Analysis - Potential Issues, Problems, And Challenges 5

Project Management Opportunities In This Mega Project 5

Complex Business, Organisational and Commercial Environment 7

Macro, Meso & Micro In-Depth Appraisal & Evaluation 7

Institutional Level Relationship Complexities 8

Commercial (Financial and Contractual) Complexities 8

Project Management & Programme Management Effective Execution Complexities 9

Culture Of Over-Commit, Over-Promise, Over-Priced & Under-Deliver 9

TRANSFER PROJECT, CHINA

Strategic Risk Management 11

Critically Reflect On Potential Strategic Risk Of This Mega Project 11

How Change Management Would Be Effectively Managed In This Mega Project? 12

Analysis And Critical Evaluation 14

Lessons Learnt And Lessons Yet To Be Learnt 14

Benefits And Value Management 15

Project And Programme Management Methodology And Methods 15

TRANSFER PROJECT, CHINA

with thousands of reciprocal linkages. Notwithstanding sophisticated planning and risk

analytical methods, modeling risk conversations and effects on mega-project achievement

mega-project administration. China's South-to-North Water Diversion Project is the biggest

start up and is projected to take nearly as long to complete. It is scheduled to be completed in

central, and eastern regions.

TRANSFER PROJECT, CHINA

Body Of The Report

Mega And Complex Project Principles

Project Management And Programme Management In Mega And Complex

Level Of Complexities Around This Mega Project

(Qiu et al. 2019).

Gaps Analysis - Potential Issues, Problems, And Challenges

Evaluating actual productivity to future or planned performance is referred to as gap analysis.

TRANSFER PROJECT, CHINA

will not dare to defy the government".

Project Management Opportunities In This Mega Project

as large-scale, intricate enterprises with long-term ramifications. Methods to project

developing China. A project management methodology is a clearly defined collection of

execute a project from inception to completion (Pace et al. 2019).

Programme Management Opportunities in This Mega Project

mainly project-based operations, marshaling assets, and realizing complicated, emerging

projects. The program refers to employment arrangements, organizational structures,

transformation procedures, and capability-creation methods. Researchers examine attempts to

define program management and discuss whether it is a subset of project management or a

TRANSFER PROJECT, CHINA

necessitating long-term planning by using a new institutional structure of resource savings

which has resulted in unsustainable pricing unanticipated expenses in infrastructure upkeep

(Jiang et al. 2018).

Complexities in Project, Organisational and Marketable Atmosphere

Macro, Meso and Micro wide ranging assessment

to a diversity of ranges. This project could upsurge the distribution of freshwater

schistosomiasis from southern China (Crow-Miller, 2015).

water problems. The entire project involves several complexities.

an undesirable environmental effect, that is associated with large-scale flooding of natural

TRANSFER PROJECT, CHINA

Institutional Level Relationship Complexities