sponsors give you
that privately owned
sponsors can’t do.
We wouldn’t be able
to redirect traffic,
for example, on
a private project.
—Khaled Ahmed Hamdy, PhD, PMP, Roads &
Transport Authority (RTA), Dubai, United Arab Emirates
oped project leadership courses and
mentoring programs, along with a
career path aimed at offering opportunities to lead steadily larger initiatives.
Megaproject managers also need
global experience, particularly when
they deal with contractors and team
members who span international
borders, says Faiez Grati, PMP, project manager for Ovivo, an engineered
water-treatment solutions company
in Tunis, Tunisia. Mr. Grati is currently working on a megaproject to
roll out nine desalination plants in
Algeria, with the financial group in
Canada, the engineering team based
in Austria and the project management team in Tunis.
“In this situation, a strong commu-
nication management plan is manda-
tory,” he says. “The project manager
must listen to all stakeholders and
clearly communicate roles and respon-
sibilities to everyone.”
Khaled Ahmed Hamdy, PhD, PMP,
is also dealing with a cross-cultural
team as projects advisor at the govern-
mental Roads & Transport Authority
(RTA), Dubai, United Arab Emirates.
He helped to manage the Dubai metro
program, working to construct one of
the longest driverless subway systems.