Across many markets we are seeing dramatic growth in the scale and complexity of capital construction programs. Like all programs, these consist of a series of discrete but closely coupled projects that when taken in their entirety enable an owner to meet a set of well defined strategic objectives.  And just as we saw a set of non-linear scaling effects come into play as we scaled up from programs with total installed cost in the 100’s of millions to the low single digit billion range (so called mega programs) so too are we seeing a new set of non-linear scaling effects come into play as we scale up to programs in the tens of billions. I have referred to this new scale of programs as “giga” programs to highlight the differences from current day mega programs.

“Giga” programs bring new challenges in many regards but like mega programs the two principle vectors are those with respect to the management of a step change in scale and a more exponential change in complexity as the number of interfaces and opportunities for impact grows in a decidedly non-linear way. But “giga” programs also bring new opportunities, with the principal ones being associated with the dramatically increased leverage these programs afford an owner.

Strategic Program Management is about understanding the differences between “giga” and “mega” programs and more importantly critically understanding the core elements of successful program delivery and how they may change and how they must relate to each other in the delivery of “giga” programs. Most importantly, “giga” programs require the owner and his program manager to re-examine their roles and together make the changes in focus, people, processes and systems required to achieve success in the delivery of a “giga” program.

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About the Author Robert Prieto Robert (Bob) Prieto is a Senior Vice President for Fluor Corporation, one of America’s largest engineering, construction and project management firms where he is responsible for strategy in support of the firm’s Industrial & Infrastructure Group and its key clients.  He focuses on the development and delivery of large, complex projects worldwide. Prior to joining Fluor, Bob served as chairman of Parsons Brinckerhoff Inc.  He is a member of the executive committee of the National Center for Asia-Pacific Economic Cooperation, a member of the Industry Leaders’s Council of ASCE (formerly the Civil Engineering Forum for Innovation), and co-founder and member of the board of the Disaster Resource Network. He currently serves on the National Research Council’s committee framing the challenges on Critical Infrastructure Systems and the National Infrastructure Advisory Council Study Group on Infrastructure Resilience. Until 2006 he served as one of three U.S. presidential appointees to the Asia Pacific Economic Cooperation (APEC) Business Advisory Council (ABAC) and served as chairman of the Engineering and Construction Governors of The World Economic Forum and co-chair of the infrastructure task force formed after September 11th by the New York City Chamber of Commerce.  He is also a member of the board of trustees of Polytechnic University of New York.