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Megaproject Origination, Design, and Delivery

We bring an independent perspective to our clients that is aligned with their goals and unencumbered by competing interests of the numerous stakeholders involved with large capital projects. This distinct focus on successful economic delivery mitigates many frequent problems that lead to cost overruns or schedule delays on 90 percent of megaprojects, according to our research. Our teams—representing a unique combination of strategic advisors and senior practitioners with decades of hands-on experience—work alongside clients to create value and impact that other traditional project participants may miss or ignore.

Our work on more than $1.2 trillion in capital projects over the last decade has generated significant and lasting value for clients worldwide.


Robert Palter

Senior Partner, Toronto

Michael Della Rocca

Partner, Philadelphia

Filippo Rossi

Senior Partner, Paris


McKinsey’s business acumen, on-the-ground experience, and comprehensive knowledge of functional topics—such as organizational effectiveness, lean execution, supply-chain management, and risk management—uniquely positions us to support all entities involved in megaprojects, public- and private-sector project owners, investors, and contractors. We partner with clients across all aspects of project origination and development, design, and delivery.



Identified $2 billion in savings opportunities for a megaproject operated by a large, state-owned railway system through project scrubbing and optimization techniques

Reduced costs by 10 percent and time by 10 to 25 percent for a large highway operator undertaking a $2.6 billion infrastructure project through process streamlining, optimization, and improved performance management

Reduced the schedule by 42 percent and costs by 10 percent for a new highway tunnel project through the application of lean construction principles and improved contractor management


Report - McKinsey Global Institute

Reinventing construction through a productivity revolution

– To transform the sector, action is needed in seven areas or through broader adoption of mass-production approaches.

Imagining construction’s digital future

– The industry needs to change; here’s how to manage it.

Megaprojects: The good, the bad, and the better

– Building big infrastructure projects is always risky, but there are ways to improve the odds of a smooth landing.


We have proven management approaches and proprietary tools that support project owners, designers, and contractors:

Control Tower

A McKinsey proprietary tool used to develop business cases aligned with owners' long-term strategic objectives. It enables rapid and effective decision making by performing analyses of the progress, economics, and risk associated with the project.

McKinsey Investment Readiness Assessment (MIRA)

A McKinsey proprietary stage-gate tool that evaluates five dimensions of a megaproject—technical issues, execution requirements, market factors, political and regulatory concerns, and organizational capabilities—against five readiness criteria—degree of project definition, degree of project optimization, quality of risk assessment, maturity of planning for the next stage, and adequacy of resources—to ensure readiness for funding the next stage of development.